FY2016 & FY2017
STRATEGIC OPERATING PLAN
and
FY2016 – FY2020
COMMUNITY INVESTMENT PLAN
This page intentionally left blank.
FY2016 & FY2017
STRATEGIC OPERATING PLAN
and
FY2016 – FY2020
COMMUNITY INVESTMENT
PLAN
MAYOR
Dan Clodfelter
MAYOR PRO TEM
Michael D. Barnes
CITY COUNCIL
Al Austin
John Autry
Ed Driggs
Claire Fallon
David L. Howard
Patsy Kinsey
Vi Lyles
LaWana Mayfield
Greg Phipps
Kenny Smith
Table of Contents
Reader’s Guide ................................................................................................... v
Budget Process ................................................................................................. vi
Executive Summary
Manager’s Transmittal Letter ............................................................................... 1
FY2016–FY2020 Community Investment Plan Resolution ........................................ 5
Organizational Chart ........................................................................................... 7
Executive Summary ............................................................................................ 9
City Profile ....................................................................................................... 39
City Strategy and Operating Budgets
City Strategy and Operating Budgets Overview .................................................... 45
Community Safety Focus Area Plan ..................................................................... 46
Housing & Neighborhood Development Focus Area Plan......................................... 47
Environment Focus Area Plan ............................................................................. 48
Transportation & Planning Focus Area Plan .......................................................... 49
Economic Development & Global Competitiveness Focus Area Plan ......................... 50
Department Operating Budgets
Reader’s Guide for Department Operating Pages .................................................. 51
Overview of Department Operating Budgets ........................................................ 52
General Fund Service Departments
General Fund Service Departments Overview ....................................................... 53
Police .............................................................................................................. 54
Fire................................................................................................................. 57
Solid Waste Services......................................................................................... 60
Transportation ................................................................................................. 63
Neighborhood & Business Services ..................................................................... 66
Engineering & Property Management .................................................................. 70
Planning .......................................................................................................... 74
Enterprise Service Departments
Enterprise Service Departments Overview ........................................................... 77
Aviation .......................................................................................................... 78
Charlotte Area Transit System ........................................................................... 82
Charlotte Water................................................................................................ 85
Storm Water Services ....................................................................................... 88
Risk Management ............................................................................................. 90
Governance Departments
Governance Departments Overview .................................................................... 92
Mayor & City Council ......................................................................................... 93
City Attorney ................................................................................................... 95
City Clerk ........................................................................................................ 97
City Manager ................................................................................................. 100
Support Departments
Support Departments Overview........................................................................ 103
Human Resources........................................................................................... 104
Innovation & Technology ................................................................................. 107
Management & Financial Services ..................................................................... 110
Other Operating Budgets
Other Operating Overview ............................................................................... 113
Non-Departmental Accounts ............................................................................ 114
Financial Partners Summary ............................................................................ 118
Summary Statistics and Schedules
Listing of Schedules ........................................................................................ 121
Fund Descriptions ........................................................................................... 122
i
Table of Contents
Summary Statistics and Schedules (continued)
Citywide Summary of Tax Levies ...................................................................... 126
Summary of Position Allocations ....................................................................... 127
Summary of Expenditures ............................................................................... 128
General Fund
Summary of Expenditures ............................................................................... 129
Summary of Revenues .................................................................................... 130
Summary of Fund Balances ............................................................................. 135
Aviation
Summary of Revenues and Expenditures ........................................................... 136
Aviation Debt Service Funds-Consolidated ......................................................... 137
Water and Sewer Fund
Summary of Revenues and Expenditures ........................................................... 138
Consolidated Water and Sewer Debt Service Funds ............................................. 139
Charlotte Area Transit System
Summary of Revenues and Expenditures ........................................................... 140
Charlotte Area Transit System Debt Service Fund ............................................... 141
Storm Water Fund
Summary of Revenues and Expenditures ........................................................... 142
Storm Water Debt Service Fund ....................................................................... 143
Other Funds
Municipal Debt Service Fund ............................................................................ 144
Convention Center Tax Fund ............................................................................ 145
Convention Center Debt Service Fund ............................................................... 146
Hall of Fame Tax Fund .................................................................................... 147
Hall of Fame Debt Service Fund........................................................................ 148
Tourism Operating Fund .................................................................................. 149
Tourism Debt Service Fund .............................................................................. 150
Cultural Facilities Debt Service Fund ................................................................. 151
Powell Bill Fund .............................................................................................. 152
Public Safety Grants Fund ................................................................................ 153
Public Safety 911 Services Fund ....................................................................... 154
Neighborhood & Business Services Consolidated Grants Fund .............................. 155
Risk Management Fund ................................................................................... 156
Consolidated Municipal Service Districts ............................................................ 157
Municipal Service Districts ............................................................................... 158
Synthetic Tax Increment Grants ....................................................................... 160
Community Investment Plan
Community Investment Plan Introduction............................................................. 163
General Community Investment Plan Summary .................................................... 164
Municipal Debt-funded Project Summary .............................................................. 165
Municipal Debt-funded Project Schedule ............................................................... 166
Pay-As-You-Go-funded Project Summary ............................................................. 167
Pay-As-You-Go Program Schedule ....................................................................... 168
Transit Investment Pay-As-You-Go Funded Project Summary ................................. 169
Program Expenditure Summary - Historical Comparison to Previous Five-Year Plan ... 170
General Government Revenues Summary ............................................................ 171
Enterprise Community Investment Plan Summary ................................................. 172
Enterprise Funds Revenue Summary ................................................................... 173
Detailed Program Schedules
Housing and Neighborhoods............................................................................. 174
Transportation and Transit............................................................................... 175
Economic Development ................................................................................... 177
Environmental Services and Storm Water .......................................................... 180
Facility Investments........................................................................................ 183
ii
Table of Contents
Community Investment Plan (continued)
Public Art Schedule ............................................................................................ 184
Capital Project Operating Impacts ....................................................................... 185
Capital Program Policies ..................................................................................... 187
Capital Financial Policies..................................................................................... 188
User Fees
Adopted User Fees Summary .............................................................................. 189
Regulatory Fees
Engineering & Property Management ................................................................ 195
Charlotte Department of Transportation ............................................................ 196
Charlotte-Mecklenburg Planning Department ..................................................... 197
Charlotte Fire Department ............................................................................... 198
Charlotte-Mecklenburg Police Department ......................................................... 201
Neighborhood & Business Services ................................................................... 202
City Clerk’s Office ........................................................................................... 202
Charlotte Water.............................................................................................. 203
Non-Regulatory Fees
Aviation ........................................................................................................ 204
City Clerk’s Office ........................................................................................... 205
Engineering & Property Management ................................................................ 206
Charlotte-Mecklenburg Police Department ......................................................... 208
Solid Waste Services....................................................................................... 209
Charlotte Department of Transportation ............................................................ 209
Other Fees
Engineering & Property Management ................................................................ 210
Charlotte Water.............................................................................................. 210
User Fee Appendix ............................................................................................ 211
Financial Policies and Key Terms
Finance and Budget Principles ............................................................................. 213
Financial Policies and Practices ............................................................................ 214
Key Terms ........................................................................................................ 218
Acronyms ......................................................................................................... 222
iii
This page intentionally left blank.
iv
Reader’s Guide
This reader’s guide describes the structure of two plans contained in this document: the FY2016 and
FY2017 Strategic Operating Plan and the FY2016 - FY2020 Community Investment Plan. It is
designed to help citizens, media, and City officials more easily understand and participate in budget
deliberations.
FY2016 and FY2017 Strategic Operating Plan
This document provides a detailed record of the spending plan adopted by the City Council for FY2016 and
the budget plan for FY2017. It contains the following elements:
Section
Executive Summary
(Pages 9-38)
City Strategy and Operating Budget
(Pages 45–120)
Description
An overview of the Strategic Operating Plan which
highlights the priorities reflected in the budget,
itemized budget decreases and increases, fund
summaries, and Community Investment Plan
Summary.
An overview of the City’s corporate strategy and
operating budget, and Focus Area Plans (Community
Safety, Housing & Neighborhood Development,
Environment, Transportation & Planning, and
Economic Development & Global Competitiveness).
General Fund Service Departments: The budgets
and performance achievements of departments that
are funded by the City’s property and sales taxes.
These include: Police, Fire, Solid Waste Services,
Transportation, Neighborhood & Business Services,
Engineering & Property Management, and Planning.
Enterprise Service Departments: The budgets and
performance achievements of departments that
function as enterprise operations with a dedicated
funding source. These include: Aviation, Charlotte
Water, Charlotte Area Transit System, Storm Water,
and Risk Management.
Governance Departments: The budgets and
performance achievements of support departments,
which are funded by the City’s property and sales
taxes. These include: Mayor & City Council, City
Attorney, City Clerk, and City Manager.
User Fees
(Pages 189–211)
Support Departments: The budgets and
performance achievements of support departments,
which are funded by the City’s property and sales
taxes. These include Innovation & Technology,
Human Resources, and Management & Financial
Services.
Presentations of key revenue and expenditure
information as City-wide totals, as well as totals by
fund.
A five-year plan, matching the City’s highest priority
capital needs with a financing schedule. The plan
includes investments in roads, neighborhoods,
housing, storm water, transit, water and sewer,
aviation, and government facilities. The plan reflects
both general and enterprise funds.
A listing of city regulatory and non-regulatory fees
by City department.
Financial Policies, Key Terms, and Acronyms
(Pages 213–224)
A list of practices, policies, references, and
definitions used throughout the document.
Summary Statistics and Schedules
(Pages 121-162)
Community Investment Plan Summary
(Pages 163-188)
v
FY2016 Budget Process
Overview of Budget Process
The City’s annual budget is based on a July 1 – June 30 fiscal year and is guided by the Mayor and
City Council’s five Focus Areas:
•
Community Safety,
•
Economic Development & Global Competitiveness,
•
Environment,
•
Housing & Neighborhood Development, and
•
Transportation & Planning.
Each Focus Area contains policy initiatives driven by the needs of the community and the organization.
The budget process is used to assess and allocate resources to achieve optimal service delivery.
The budgets (operating and capital) are developed in two phases:
1. Budget policy development, comprised of the following:
•
City Council engagement on policy direction,
•
Staff engagement on strategic planning/performance management activities, and
2. Budget deliberation and adoption, comprised of the following:
•
A presentation of the recommended budget to the Mayor and Council,
•
Community engagement and feedback through the Public Hearing process, and
•
The Mayor and Council adoption of the budget by June 30.
Budget Policy Development – Phase One (October – April)
The budget process begins in early fall (around mid-October) with a Strategic Operating Plan Kick-off
event. The event provides the City Manager and the Budget Director the opportunity to share
information with departments pertaining to:
•
Key dates and submittals for department budgets,
•
Federal and state legislature activities,
•
Revenue projections, and
•
The budget impact of achieving the vision set forth in the City Council’s Focus Areas.
In November or December, the City Council formally approves its regular meeting and budget
schedule for the upcoming calendar year. The schedule includes an Annual Retreat and several Council
Budget Committee Meetings and the Budget Workshops to discuss key components of the budgets.
The Mayor and Council’s Annual Retreat, held in January, allows the City’s executive team (City
Manager, Assistant City Managers), the Strategy & Budget Director, and several Department Directors
to give an overview of the economic environment and potential operating and capital budget
considerations for the upcoming year. During the Retreat, the Mayor and Council also discuss key
policy activities occurring at the federal, state, and local level and the potential impacts to the
community. These activities are reflected as policy initiatives on the five Council Focus Area Plans and
communicated as measures and targets through the City’s performance management tool, the
Balance Scorecard. Simultaneously, City Departments provide preliminary information on operating
and capital needs for the upcoming year, recognizing further guidance may be provided from the
Mayor and Council during the Budget Committee Meetings and the Budget Workshops.
Between February and April, the City Manager and the Strategy & Budget Director facilitate several
meetings with the Council Budget Committee as well as the Mayor and Council to continue discussions
related to key components of the City’s operating and capital budgets. Staff engages the Mayor and
Council through two different series of meetings, including:
1. Council Budget Committee Meetings, and
2. Council Budget Workshops.
vi
FY2016 Budget Process
Budget Policy Development – Phase One (continued)
The Council Budget Committee is responsible for providing input on the budget process and
previewing planned agenda topics for discussion during the Budget Workshops. Departments that are
scheduled to present during the Budget Workshops attend a Budget Committee Meeting to share a
summary of their budget presentation with the committee members and to obtain
recommendations/feedback for preparation of the Budget Workshop. The Budget Workshop is
designed for the Mayor and Council to gain an understanding of key components of the City’s
operating and capital budgets. The Department Director presents a preliminary recommended budget
for consideration and addresses questions from the elected body.
The budget development policy phase concludes in April with Council’s adoption of the Focus Area
Plans for the upcoming year. At this time, the Office of Strategy & Budget coordinates with staff to
modify budgets and to revise performance measures based on Council’s guidance and feedback from
the Budget Workshops.
The Budget Deliberation and Adoption – Phase Two (May – June)
The City Manager and Strategy & Budget Director present the Manager’s Recommended Budget to the
Mayor and Council at the beginning of May, followed by the opportunity for the community to provide
additional feedback at the Public Hearing on the Budget. The first opportunity for the Mayor and
Council to comment on the Manager’s Recommended Budget is during the Council Budget
Adjustments Meeting, held mid-May. The process occurs as follows:
1. The Council makes budget adjustments, with issues garnering five or more votes moving
forward for further staff analysis and inclusion in the Straw Votes Meeting.
2. At a later date, the Mayor and Council reconvene for the Council Budget Straw Vote Meeting,
where a vote of six or more on each proposed adjustment advances the budget adjustment for
inclusion in the budget ordinance.
3. Budget Adoption at a Council Business Meeting must occur no later than June 30 of each year.
4. After Budget Adoption, the Office of Strategy & Budget coordinates with other City
Departments to close out the current year budget, appropriate funds for the new budget, and
complete budget-related documents and publications. In order for the adopted budget to be
amended, an action item and ordinance must be brought before the City Council with a
majority vote approving the Budget Ordinance.
vii
FY2016 Budget Process
March 2015 (continued)
October 2014
Strategic Operating Plan Kick-off
Mayor and Council Budget Workshop
•
Review Draft Finance & Budget
Principles
•
General Fund Update
•
General Community Investment Plan
Update
•
Compensation and Benefits Update
•
Overview of Questions & Answers from
February 25th Budget Workshop
December 2014
PHASE I – BUDGET POLICY DEVELOPMENT
City Council Business Meeting
•
Approve FY2016 Budget Calendar
January 2015
Council Budget Committee Meeting
•
CATS Budget
•
Airport Budget
•
General Community Investment Plan
•
Financial Partner Funding
Considerations
•
General Fund Balancing Options
Mayor and Council Annual Retreat
•
Overview of the economic environment
and potential operating and capital
budget considerations for FY2016
February 2015
Council Budget Committee Meeting
•
Update from the Mecklenburg County
Assessor
Council Budget Committee Meeting
•
Charlotte Water Rate Approach
Alternatives
•
Storm Water Services Capital and
Financial Planning
•
Financial Partner Summary and Process
•
Review Draft Finance & Budget
Principles
•
State Budget Update
April 2015
Mayor and Council Budget Workshop
•
CATS Budget
•
General Fund Update
•
Financial Partners
•
General Community Investment Plan
Update
•
Overview of Questions & Answers from
March 17th Council Budget Workshop
and March 19th Council Budget
Committee
Mayor and Council Budget Workshop
•
Review of Budget Question & Answers
from Mayor & Council Retreat
•
Charlotte Water Budget
•
Storm Water Budget
•
Financial Partner Requests
•
State Budget Update
Mayor and Council Budget Workshop
•
General Fund Update
•
General Community Investment Plan
Update
•
Airport Budget Overview
•
Overview of Questions & Answers from
April 8th Budget Workshop
March 2015
PHASE II – BUDGET
DELIBERATIONS AND
ADOPTION
Council Budget Committee Meeting
•
Review Proposed March 17 Budget
Workshop Agenda
•
Balancing Strategies Overview –
General Fund
•
General Community Investment Plan
•
Employee Pay and Benefits Overview
City Council Business Meeting
•
Adopt FY2016 Focus Area Plans
May 2015
June 2015
Budget Presentation by City Manager
Budget Adoption for FY2016
Public Hearing on Budget
Council Budget Adjustments Meeting
Council Budget Adjustments and Straw
Votes Meeting
viii
Manager’s Transmittal
July 1, 2015
To the Mayor and City Council of Charlotte:
The Fiscal Year (FY) 2016 Budget is structurally balanced; complies with the Council’s budget
principles and priorities; and is strategic, sustainable, and creative. To meet short-term financial
challenges, the overall financial plan does not sacrifice the City’s future.
The budget is balanced at $2,119,913,030 an increase of 1.2% above FY2015. This includes a
balanced General Fund of $594,827,732, an increase of 1.6% over the prior year. The General Fund is
balanced in multiple ways:
•
•
•
•
It is structurally balanced and does not use one-time funds for on-going operations nor onetime accounting actions;
It is balanced across the different City departments, with an emphasis on preserving services;
It is balanced across taxpayers to the best of the City’s ability within its statutory authority;
and
It is balanced for City employees.
The City’s Enterprise Fund operating budgets are balanced within their dedicated revenues and at
levels that meet the dynamic needs of a growing city in an upward economy:
•
•
•
•
The $144.7 million Aviation Fund grows to meet the demands created by being the second
largest hub to the world’s largest airline.
The creation of the $119.0 million Transit Fund includes the first full year operation of the
CityLynx Gold Line and preparatory work for the opening of the Blue Line Extension in Fiscal
Year 2017.
The $122.8 million Water-Sewer Fund continues to maintain and update its basic
infrastructure to meet current and future needs of a growing City eliminating a subsidy that is
not needs based.
The $13.8 million Storm Water Fund includes the elimination of subsidies for properties with
large impervious surfaces and would undertake an analysis of projects that are backlogged.
The City’s Capital Budgets continue to support all specifically identified projects and makes no changes
to the Community Investment Plan adopted by the Council and partially funded by voter-approved
bonds in 2014. There is a shift of $46 million of increased debt capacity from Capital to Operating,
leaving an unallocated debt capacity of $43 million.
$21.7 million General Fund Budget Gap the Result of External Factors
Developing a General Fund Budget for FY2016 was a challenge. The budget development process
began with an $18.1 million tax cut to businesses, mandated by the General Assembly. In addition,
the recently completed review by Mecklenburg County of the 2011 Property Assessment Revaluation
resulted in much sharper declines at the end of the project than had been previously projected,
reducing the City’s total property tax revenue projection in FY2016 by $10.8 million.
While the City’s tax revenues declined from the preceding property tax base value reductions, the City
continues to grow, service demands increase, and inflation, though modest, continues to increase the
cost of doing business. Despite the numerous challenges driven largely by external factors, the FY
2016 budget is balanced in a way that positions the City for the future.
Office of the City Manager
600 East Fourth Street
1
Charlotte, NC 28202-2840
704/336-2241
Manager’s Transmittal
Budget Development Context
Although the economy is improving, the repeal of the business privilege tax and the impact of the
County property revaluation required reductions in the FY2016 budget that impact our ability to fully
address current service demands that are driven by population growth, inflation, and prior
commitments. The recession limited the resources available to meet our community needs.
Since FY2009, the General Fund has experienced flat operating budgets, targeted “base” budget
adjustments, and limited new strategic investments. Departments continue to experience increased
demand due to seven years of little additional operating funding in a City that has grown by an
estimated 130,000 people. In this context, it would be imprudent for the City to further cut services in
order to fund decreased business taxes and lower property taxes from the revaluation.
The budget was balanced using a combination of approaches including reductions in expenses,
services, and compensation increases, combined with modest increases in the property tax rate and
fees.
Everyone Shared in Addressing the Challenge
The General Fund Budget is based on the principle of being balanced in all respects, with all parties
contributing to sustaining City services and our future. Accordingly, the following financial actions
were taken:
•
•
•
•
•
•
•
•
•
Reduction of approximately $2.3 million in City services, including:
o Reduction in hours for the CharMeck 311 service;
o Reduction in Code Enforcement;
o Reduction in Traffic Management and Maintenance;
o Reduction in mowing of street rights-of-way;
o Reduction in administrative services including internal audits and technology
management.
Reduction in expenses supporting administrative support programs in all departments, totaling
$4.5 million.
Reduction in the market compensation adjustment for City employees from 3.0% to 1.5%, or
a $2.6 million savings.
Increase in regulatory fees for service, especially business services, to cover or partially cover
the City’s cost of providing that service, offsetting expenses by approximately $1 million.
Maintaining support for Financial Partners at the FY2015 levels with no reductions.
Shift of $2.1 million in prior General Fund expenditures into other appropriate restricted
funding sources outside the General Fund.
One cent increase to the property tax rate- (total property tax rate becomes 47.87¢ per $100
of assessed valuation)
Elimination of 101.50 full-time equivalent positions, while avoiding lay-offs
Revisions to Storm Water and Charlotte Water rate structures that better reflect actual
customer usage
Council-approved changes to the original budget recommendations made by the City Manager include:
•
Elimination of the Council Discretionary Fund for FY2016 in the amount of $100,000
•
Decrease in the Single Family Solid Waste fee from $47 to $25 annually
•
Increase in the Multi-Family Solid Waste fee from $24 to $25
•
Restoration of funds for paving in the amount of $857,265 using poceeds from asset sales
•
Funding restored for the Bike Charlotte Program in the amount of $35,000
•
Implementation of a Solid Waste Small Business fee of $250 to cover the full cost of providing
the service.
Office of the City Manager
600 East Fourth Street
2
Charlotte, NC 28202-2840
704/336-2241
Manager’s Transmittal
These budgeting adjustments are permanent, on-going, and consistent with best practices. They are
not one-time fixes.
Protecting and Investing in Our Future
The cumulative impacts of the above described changes enabled the City to balance the budget
without putting the City at risk, either financially or from a service delivery perspective. Public Safety
services are adequately sustained, including police patrol and fire and rescue responses. There is no
delay or discontinuation of any existing commitments to capital projects, and there are no lay-offs or
salary reductions for City employees.
Closing Thoughts
Much work went into developing the FY2016 & FY2017 Budget by staff in every department, an
indefatigable budget staff, and a patient City Council that held multiple budget workshops. Numerous
options and alternatives were explored and researched, ultimately converging into the final budget.
As challenging as this budget has been, everyone has contributed to its development and adoption
with a sense of seriousness and a commitment to taking a long-term view with regard to what is best
for our City. As the Chairman of the City Council’s Budget Committee said, “This is Charlotte. We can
do this”…and We did!
Respectfully Submitted,
Ron Carlee, City Manager
Office of the City Manager
600 East Fourth Street
3
Charlotte, NC 28202-2840
704/336-2241
This page intentionally left blank.
FY2016 & FY2017 Adopted Strategic Operating Plan
4
FY2016–FY2020 Community Investment Plan
Resolution
FY2016 & FY2017 Adopted Strategic Operating Plan
5
This page intentionally left blank.
FY2016 & FY2017 Adopted Strategic Operating Plan
6
FY2016 & FY2017 Adopted Strategic Operating Plan
7
This page intentionally left blank.
FY2016 & FY2017 Adopted Strategic Operating Plan
8
Executive Summary
Adopted Budget
● A budget that is balanced in all respects and protects our future ●
● Reflects revenue reductions and expenditure cuts ●
● Remains a strong value to the community ●
● Consistent with City Council Policy ●
The FY2016 and FY2017 Adopted Budget is a balanced budget that reflects unanticipated
reductions to local revenues and continued cuts to General Fund expenditures, while
remaining a strong value to tax and rate payers.
There were three primary challenges related to the development of the FY2016 and FY2017 budget.
1. The North Carolina General Assembly’s elimination of local governments’ ability to assess
the Business Privilege License Tax with no offsetting revenue, reducing City revenues by
$18.1 million
2. Lower than estimated property valuations resulting from the review of Mecklenburg
County’s 2011 Property Assessment Revaluation, further reducing City revenues by
$9.0 million
3. Continuing to provide quality services that the community expects from the City,
following several years of decreased or flat departmental operating budgets coupled
with increased service demands
The Adopted Budget maintains prior expenditure reductions, includes further cuts to the
General Fund, adjusts the property tax rate, and upholds the City’s commitment to quality
services to our community today and in the future.
There are almost $7 million in additional cuts to the General Fund budget, on top of ongoing
cuts made primarily as a result of the lasting impacts from the Great Recession.
The budget includes three changes to the property tax bill that adjust the tax rate from
46.87¢ to 47.87¢:
•
Property tax rate increase of 1.00¢ per $100 of assessed valuation;
•
Transfer 0.41¢ of Property Tax Rate from Debt Service Fund to the General Fund; and
•
Reduction of the $47 annual Single Family Residential Solid Waste Fee to $25,
increase to the Multi-Family Solid Waste fee from $24 to $25, and implementation of a
Solid Waste Small Business fee of $250 per year.
The approach to balancing the FY2016 and FY2017 budgets focused around an evaluation of
expenditures, revenues and other financial options, capital investments, and future work. This
approach is further detailed in the following pages.
Expenditures
● Everyone shares in meeting the challenge of a balanced budget ●
The FY2016 and FY2017 budgets reflect almost $7.0 million in reductions to services and expenses,
shared across all departments in the General Fund, including the reduction of 101.50 full time
equivalent positions.
Service Reduction Summary
The service reductions in the FY2016 budget shown in detail on page 23 of the Executive
Summary total $2.3 million in the General Fund. Examples of service reductions include:
•
Reduction in hours for the CharMeck 311 service,
•
Reduction in Code Enforcement,
•
Reduction in Traffic Management and Maintenance,
•
Reduction in the frequency of mowing of street rights-of-way, and
•
Reduction in administrative services including internal audits and technology
management.
FY2016 & FY2017 Adopted Strategic Operating Plan
9
Executive Summary
Expense Reduction Summary
The expense reductions in the FY2016 budget shown in detail on page 25 of the Executive
Summary total over $4.5 million. These reductions are across all operating categories,
including:
•
Technology and Telecommunications;
•
Equipment Maintenance and Accident Repairs;
•
Retirement Payment Reserve;
•
Fuel;
•
Travel, Training, and Educational Reimbursement;
•
Uniforms; and
•
Utilities.
In an additional effort to reduce costs, as well as increase efficiencies and protect the
environment, the City is implementing a Motor Pool program beginning in FY2016. The
program will be administered from the Charlotte-Mecklenburg Government Center and consist
of 15 vehicles, with fuel efficiency as a priority. The program will result in a net decrease of
18 vehicles and a projected ongoing operating cost avoidance of $80,500.
Revenue & Finance
● Remains a strong value to the community and consistent with Council Policy ●
In addition to the aforementioned budget cuts, the Adopted Budget also included a review of revenue
and financial approaches that would maintain a good value to tax and rate payers, be consistent with
Council Policy, and uphold the City’s strong financial ratings.
The City’s property tax rate adjusts from 46.87¢ to 47.87¢ per $100 valuation, with a total assessed
property valuation of $92.0 billion. The annual property tax bill includes the following three
adjustments:
•
Adjustment of 1.00¢ in the Property Tax Rate, of which 0.41¢ is to achieve the “Revenue
Neutral Rate” that would have been considered if the initial 2011 Property Assessment
Revaluation had been accurate,
•
Transfer of 0.41¢ from new, unprogrammed debt capacity to the operating budget, without
impacting the current Community Investment Plan, and
•
Adjustment of Solid Waste fees by reduction of the $47 annual Single Family Residential Solid
Waste Fee to $25, increase to the Multi-Family Solid Waste fee from $24 to $25, and
implementation of a Solid Waste Small Business fee of $250 per year
The allocation of the tax rate is provided in the table below:
Fund
General Fund
Debt Service
Pay-As-You-Go Capital
Total
FY2015
36.00¢
9.67¢
1.20¢
46.87¢
FY2016
37.41¢
9.26¢
1.20¢
47.87¢
FY2017
37.41¢
9.26¢
1.20¢
47.87¢
Change from
FY2015 to
FY2016
1.41¢
-0.41¢
0.00¢
1.00¢
As part of the review of revenue and financial approaches, the City’s user fees were also evaluated.
Effective July 1, 2005, Council adopted a fully allocated cost recovery rate of 100% for regulatory user
fees. Beginning in FY2010, user fees were held flat due to the economic decline, which shifted user
fee costs from the rate payers to the General Fund tax payers. A balance between the appropriate
FY2016 & FY2017 Adopted Strategic Operating Plan
10
Executive Summary
level of General Fund subsidy with the impacts of fee changes is reflected in the FY2016 Adopted User
Fee Schedule (page 191).
The average General Fund subsidy of regulatory user fees decreased from 16.7% to 7.6%,
or an additional $1.3 million being offset by fees.
Capital
● A budget that protects today and invests in our future ●
To meet today’s needs as well as invest in our future, the Community Investment Plan (CIP) is a fiveyear capital expenditure and infrastructure plan, which matches the City’s highest priority capital
needs with a financing schedule. The plan includes investments in neighborhoods, housing, storm
water projects, roads, transit, sidewalks and bikeways, water and sewer projects, the airport, and
public safety and maintenance facilities.
The Community Investment Plan is fully reviewed biennially. FY2016 is an off-year, with the next
biennial review scheduled for FY2017. The development of the Adopted Budget included the off-year
review of CIP items as well as their associated debt service and Pay-As-You-Go (PAYGO) funding
sources. The FY2016 – FY2020 CIP preserves the priorities set forth by the community in the 2014
bond referendum, while implementing newly identified priorities and best practices. Highlights of the
CIP include:
•
A new Transit Investment PAYGO Program is established to manage all transit-related
activities funded through general City revenues, using no property taxes or General Fund
operating funds. In FY2016, the PAYGO Fund is divided into two distinct programs to separate
funding to support the City’s contribution to transit from other PAYGO funding supporting the
General Community Investment Plan.
•
$8.9 million allocated over three years for short-term road congestions improvements, shifting
approximately $5.3 million over five years from PAYGO Road Planning funds to existing bonds.
These changes result in a net increase of $3.6 million in PAYGO funding allocated to roads.
•
Reduce funding to Technology Investments by $1.5 million pending development of a Master
Technology Plan
•
$4.0 million allocated over four years for A Way Home Rental Assistance Endowment to
continue the City’s funding commitment on a schedule to match private contributions
•
Provide $0.1 million one-time funding to support the Economic Opportunity Task Force,
created as a result of a recent Harvard University study listing Charlotte at the bottom among
the 50 largest cities for economic mobility
Future Work
● Ongoing evaluation to best meet service needs ●
Consistent with the City’s commitment to quality service delivery and efficiency, the following areas of
the budget will be studied during FY2016 for consideration in the FY2017 budget, in addition to the
ongoing evaluation of operations to ensure efficient and effective service delivery:
•
Asset Sales, Facility Sales, and Lease Back Opportunities;
•
Fund Balance Policy;
•
Take Home Vehicles;
•
Cost Allocation/Overhead; and
•
Solid Waste Services’ service delivery and cost recovery model.
FY2016 & FY2017 Adopted Strategic Operating Plan
11
Executive Summary
Overview of Total Budget
● Budgeting efficiently to maintain core services that residents can depend on ●
The total FY2016 budget is $2.12 billion, an increase of 1.2% above the prior fiscal year. The
total budget is comprised of the annual Operating Budget and the Community Investment Plan
(capital budget). The annual operating budget reflects day-to-day operations, while the
Community Investment Plan (CIP) represents large capital outlays over a five-year time
horizon. In accordance with North Carolina State Statutes and sound fiscal policy, this is a
balanced budget. The 1.2% increase above FY2015 is due primarily to FY2016’s enterprise
fund capital investments.
The budget numbers in this Executive Summary represent the “net budget,” which excludes
interfund transfers. For example, Charlotte Water transfers funds to the General Fund for
purchased billing services provided by the Department of Management & Financial Services.
The “net budget” reflects this amount as part of Charlotte Water, since it is this department
that ultimately funds utility billing services. This avoids double counting expenses.
Total Operating Budget
Within the Operating Budget and CIP, there are both General Fund and Enterprise Fund
departments. The General Fund departments are those supported primarily by tax revenues,
while Enterprise Funds are self-supporting entities that charge fees for services or receive
restricted grants. The FY2016 operating budget is $1.24 billion, a decrease of -0.1%
below the FY2015 budget.
The General Fund and Enterprise departments are:
General Fund Departments
Service
Governance
Support
Mayor & City
Human
Police
Council
Resources
Innovation &
Fire
City Clerk
Technology
Management &
Solid Waste
City Manager’s
Financial
Services
Office
Services
Transportation
City Attorney’s
Office
Neighborhood &
Business Services
Engineering &
Property
Management
Planning
Enterprise Fund
Departments
Aviation
Charlotte Area Transit
System
Charlotte Water
Storm Water (a division of
Engineering & Property
Management)
Risk Management (a
division of Management &
Financial Services)
The FY2016 operating budget maintains stable core services. Residents will continue to
receive high, competitive value for the level and quality of all services provided through
residential fees, about $4.11 per day for the typical homeowner, an increase of 0.7% above
FY2015.
On a typical day, examples of City services that residents depend on include:
•
•
256 firefighters on duty at 42 fire stations, responding to more than 260 calls for
service;
348 Police Field Units, responding to over 1,170 resident and 2,888 officer-initiated
calls for service;
FY2016 & FY2017 Adopted Strategic Operating Plan
12
Executive Summary
•
•
•
•
•
740 signalized intersections operating over 2,450 miles of City streets;
4,100 service calls received by CharMeck 311;
65,800 households receiving trash pick-up;
100,000,000 gallons of drinking water treated and delivered; and
83,300,000 gallons of wastewater collected and treated.
The following table reflects the FY2016 Approved City tax only impact for home values at the
25th, 50th, and 75th percentiles, calculated based on owner-occupied, single family homes.
City of Charlotte taxes & fees –
25th percentile home value
Property taxes on $97,600 home
Solid Waste fee (Residential)
Total Annual
Total Monthly
Prior Year
FY2015
$457.45
$47.00
FY2016
Budget
$467.21
$25.00
$ Change
$9.76
($22.00)
%
Change
2.1%
(46.8%)
$504.45
$42.04
$492.21
$41.02
($12.24)
($1.02)
(2.4%)
(2.4%)
City of Charlotte taxes & fees –
50th percentile home value
Property taxes on $141,100 home
Solid Waste fee (Residential)
Total Annual
Total Monthly
Prior Year
FY2015
$661.34
$47.00
FY2016
Budget
$675.45
$25.00
$ Change
$14.11
($22.00)
%
Change
2.1%
(46.8%)
$708.34
$59.03
$700.45
$58.37
($7.89)
($0.66)
(1.1%)
(1.1%)
City of Charlotte taxes & fees –
75th percentile home value
Property taxes on $232,500 home
Solid Waste fee (Residential)
Total Annual
Total Monthly
Prior Year
FY2015
$1,089.73
$47.00
FY2016
Budget
$1,112.98
$25.00
$ Change
$23.25
($22.00)
%
Change
2.1%
(46.8%)
$1,136.73
$94.73
$1,137.98
$94.83
$1.25
$0.10
0.1%
0.1%
FY2016 & FY2017 Adopted Strategic Operating Plan
13
Executive Summary
The following table reflects the FY2016 Approved City tax and fee impact for home values at
the 25th, 50th, and 75th percentiles, calculated based on owner-occupied, single family homes.
City of Charlotte taxes & fees –
25th percentile home value
Property taxes on $97,600 home
Solid Waste fee (Residential)
Water & Sewer (Average user rate)
Storm Water (Average user rate)
Total Annual
Total Monthly
Prior Year
FY2015
$457.45
$47.00
$682.80
$97.56
$1,284.81
$107.07
FY2016
Budget
$467.21
$25.00
$701.40
$97.56
$1,291.17
$107.60
$ Change
$9.76
($22.00)
$18.60
$0.00
$6.36
$0.53
City of Charlotte taxes & fees –
50th percentile home value
Property taxes on $141,100 home
Solid Waste fee (Residential)
Water & Sewer (Average user rate)
Storm Water (Average user rate)
Total Annual
Total Monthly
Prior Year
FY2015
$661.34
$47.00
$682.80
$97.56
FY2016
Budget
$675.45
$25.00
$701.40
$97.56
$ Change
$14.11
($22.00)
$18.60
$0.00
$1,488.70
$124.06
$1,499.41
$124.95
$10.71
$0.89
City of Charlotte taxes & fees –
75th percentile home value
Property taxes on $232,500 home
Solid Waste fee (Residential)
Water & Sewer (Average user rate)
Storm Water (Average user rate)
Total Annual
Total Monthly
Prior Year
FY2015
$1,089.73
$47.00
$682.8
$97.56
FY2016
Budget
$1,112.98
$25.00
$701.40
$97.56
$ Change
$23.25
($22.00)
$18.60
$0.00
$1,917.09
$159.76
$1,936.94
$161.41
$19.85
$1.65
FY2016 & FY2017 Adopted Strategic Operating Plan
14
%
Change
2.1%
(46.8%)
2.7%
0.0%
0.5%
0.5%
%
Change
2.1%
(46.8%)
2.7%
0.0%
0.7%
0.7%
%
Change
2.1%
(46.8%)
2.7%
0.0%
1.3%
1.3%
Executive Summary
The following chart illustrates the composition of the FY2016 Total Budget (includes both
Operating and Capital for General Fund and Enterprise Fund departments), which totals $2.12
billion, an increase of 1.2% above FY2015.
FY2016 Adopted Budget
Net of Transfers
(in $ millions)
Storm Water
Services, $80.9,
3.8%
General
Debt/Interest,
$113.5, 5.4%
Aviation, $442.8,
20.8%
Special Revenue
Funds, $76.1,
3.6%
General CIP,
$62.2, 2.9%
General Fund,
$521.0, 24.6%
Charlotte Water,
$300.5, 14.2%
CATS, $522.8,
24.7%
FY2016 & FY2017 Adopted Strategic Operating Plan
15
Executive Summary
General Fund Budget
● A balanced budget reflecting revenue reductions and expenditure cuts ●
General Fund
The FY2016 General Fund budget (net of transfers) is $521.0 million, a 1.49% increase above
FY2015 to maintain core service levels.
The chart below illustrates the allocations of expenditures in the General Fund budget.
CharMeck 311
$8,448,746
1.6%
Engineering &
Property
Management
$18,182,541
3.5%
FY2016 General Fund Expenditures
Where the Money Goes
$521.0 million (Net of Transfers)
Neighborhood &
Business Services
$12,213,185
2.3%
Planning
$5,696,730
1.1%
Innovation &
Technology
$24,576,112
4.7%
Transportation
$23,907,473
4.6%
Street Lighting
$10,697,617
2.1%
Police
$227,035,718
43.6%
Support
Departments
$23,012,424
4.4%
Financial
Partners/Other
$9,678,767
1.4%
Fire
$107,403,753
20.6%
Solid Waste
$52,431,298
10.1%
FY2016 & FY2017 Adopted Strategic Operating Plan
16
Executive Summary
General Fund Revenues
The two largest revenue sources in the General Fund are Property Tax and Sales Tax,
which comprise 82.2% of total revenue. The total General Fund revenue growth is
budgeted at $7.7 million, which is an increase of 1.49% above FY2015.
General Fund Revenues
Where the Money Comes From
$521.0 million (Net of Transfers)
Utilities
Franchise Tax,
$41,820,000
8.0%
Other Taxes,
$7,957,941
1.5%
Licenses and
Fees,
$23,052,766
4.4%
Intergovernment
Services,
$20,425,963
3.9%
Sales Tax,
$88,803,000
17.1%
Commercial
41%
Property Tax,
$338,897,546
65.1%
Residential
59%
Property Tax Break-out
FY2016 & FY2017 Adopted Strategic Operating Plan
17
Executive Summary
General Fund Budget Reductions Included in Adopted Budget
General Fund budget cuts were made at both the service reduction and expense levels. The
FY2016 General Fund budget cuts are summarized in the following two tables.
Service Reductions
Department
Reduction Item
CharMeck 311
Close Weekends
and Holidays; 11
positions (vacant)
City Manager’s Office
Administration
Office Assistant IV
position (vacant)
Engineering &
Property
Management
Reduce contract
for mowing in
street rights-ofway
Engineering &
Property
Management
Administrative
Officer II position
(vacant)
Impact Statement
Based on current call volume
patterns; minimal impact to
most partners, with Police and
Charlotte Water seeing the
largest impact. Constituents will
have reduced access to live
assistance; however Interactive
Voice Response, web, mobile
channels, and department
specific dispatch transfers will be
available as options. Average call
volume on Saturday is 1,773 and
the average call volume on
Sunday is 1,198. This compares
to an average weekday call
volume of 5,114. There are
currently 133 positions in
CharMeck 311.
Reduces capacity for new
Records Management program
as mandated by the State. This
program responsibility will now
be shared among existing staff in
City Manager’s Office
Administration.
Eliminate some locations from
City right-of-way and median
mowing contracts and perform
work with in-house staff and
equipment; reduce mowing
frequency from biweekly to
monthly.
Currently six administrative
support positions in Engineering
& Property Management’s Main
Engineering division. Eliminating
these three positions represents
a 50% reduction in
administrative support staff.
Workload for the remaining
administrative support positions
will be increased to perform
duties associated with Charlotte
Business INClusion (CBI). The
reduction in staff supporting CBI
could delay completion of City
Council Agenda items.
FY2016 & FY2017 Adopted Strategic Operating Plan
18
Financial
Impact
$
658,924
54,415
104,567
68,739
Executive Summary
Service Reductions
Department
Reduction Item
Engineering &
Property
Management
Office Assistant V
position (vacant)
Engineering &
Property
Management
Office Assistant IV
position (vacant)
Fire
Emergency
Management
Battalion Chief
position (filled)
Impact Statement
Currently six administrative
support positions in Engineering
& Property Management’s Main
Engineering division. Eliminating
these three positions represents
a 50% reduction in
administrative support staff.
Workload for the remaining
administrative support positions
will be increased to perform
duties associated with
accounting and payroll. The
reduction in staff performing
payroll and accounting duties will
require other staff currently
working on records retention and
managing public records to take
on additional support duties,
limiting the time available to
perform records retention work.
Currently six administrative
support positions in Engineering
& Property Management’s Main
Engineering division. Eliminating
these three positions represents
a 50% reduction in
administrative support staff.
Workload for the remaining
administrative support positions
will be increased to perform
duties associated with
accounting and payroll. The
reduction in staff performing
payroll and accounting duties will
require other staff currently
working on records retention and
managing public records to take
on additional support duties,
limiting the time available to
perform records retention work.
This position provides dedicated
oversight of the Urban Search
and Rescue program, which
responds to potential Homeland
Security threats, terrorism and
other disasters. Fire will spread
these responsibilities to existing
staff and their current workload
will be re-prioritized.
FY2016 & FY2017 Adopted Strategic Operating Plan
19
Financial
Impact
$
53,894
47,419
127,126
Executive Summary
Service Reductions
Department
Reduction Item
Fire
Public Service
Coordinator
position (vacant)
Innovation &
Technology
Chief Operating
Officer position
(vacant)
Innovation &
Technology
Enterprise
Resource Planning
position (vacant)
Impact Statement
This is one of two public and
media relations positions in the
Fire Department which provide
24-hour public information
coverage. Existing staff will be
cross-trained in public and media
relations and will be on-call when
public and/or media relations
services are required.
For FY2016 this position will not
be needed in the reorganized
Innovation & Technology
Department. Due to the
unchanging nature of IT support,
eliminating this position may
limit IT support capacity and
future technology initiative
implementations.
This position would have served
as a resource for the City’s ERP
System (financial and
procurement systems). The loss
of this position limits the ERP
Team’s ability to react to
situations where increased
support of the ERP system is
needed including support for
department questions, capacity
to build specialized reports, and
a resource focused on financerelated modules. This resource
could have been used to provide
services such as system testing,
defect resolution, training, etc.
for the existing and upcoming
new releases for the MUNIS
application. The workload will
have to be spread across six
existing staff members.
FY2016 & FY2017 Adopted Strategic Operating Plan
20
Financial
Impact
$
83,785
125,000
105,477
Executive Summary
Service Reductions
Department
Reduction Item
Innovation &
Technology
Two Enterprise
Resource Planning
Support Center
part-time
positions (vacant)
Management &
Financial Services
Internal Auditor
(vacant)
Neighborhood &
Business Services
Community and
Commerce
Specialist position
(vacant)
Neighborhood &
Business Services
Code Enforcement
Inspector position
(vacant)
Impact Statement
These two part–time positions
were intended to create one fulltime position which would have
served as a resource for the
City’s ERP System (financial and
procurement systems). The loss
of this position will limit the ERP
Team’s ability to react to
situations where increased
support of the ERP system is
needed including support for
department questions. This
resource could have been used
to provide services such as
system testing, defect
resolution, training, etc. for the
existing and upcoming new
releases for the MUNIS
application, in addition to having
a dedicated resource to focus on
project and grant modules. The
workload will have to be spread
across six existing staff
members.
Removes one out of ten internal
auditor positions, therefore
reducing capacity by 10%. This
reduction will be tempered by
increased reliance on
contractors, which has been
factored into the financial
impact.
Reduces services in community
partnerships such as Arts and
Science Council Neighborhood
Art and Little Free Libraries. As a
result of this reduction, the City
will not participate in these
programs.
Elimination of this position
reduces Code Enforcement's
ability to be proactive in
identifying violations;
additionally, the amount of time
to respond to complaints will
increase from three to five days.
FY2016 & FY2017 Adopted Strategic Operating Plan
21
Financial
Impact
$
98,000
41,941
68,820
63,752
Executive Summary
Service Reductions
Department
Reduction Item
Neighborhood &
Business Services
Code Process
Specialist in
Zoning division
positions (vacant)
Planning
Office Assistant IV
position (vacant)
Police
Elimination of four
vacant non-sworn
positions
(vacant)
Solid Waste Services
Contract
Technician
position (vacant)
Impact Statement
This position was a dedicated
resource to assist customers,
process permits, and respond to
other customer inquiries related
to the Business Privilege License
permit process. Assuming
volume remains constant, there
will be an increase response time
by approximately ten minutes to
customer inquiries and customer
waiting times when obtaining
permits. This position’s workload
will be distributed among eight
existing positions, which may
impact overtime and training.
Support services and front desk
responsibilities would be shifted
to other existing positions,
impacting the workload and
availability to provide the level of
customer service expected by
residents and developers
Police has committed to
eliminate four non-sworn vacant
positions in FY2016. The exact
positions will be determined by
Police staff after examining staff
and resource needs.
Eliminating this position will
increase response time to
customer inquiries about missed
collections and cart
repair/replacement requests by
one business day (from 2 to 3
days). Workload will be shifted
to the seven remaining contract
technician positions which may
impact overtime expenses.
FY2016 & FY2017 Adopted Strategic Operating Plan
22
Financial
Impact
$
58,736
48,145
204,330
56,182
Executive Summary
Service Reductions
Department
Reduction Item
Transportation
Street
Maintenance:
Equipment
Operator III
position and Two
Crew Member
positions (vacant)
Transportation
Office Assistant IV
position (vacant)
Transportation
Traffic Counter
position (vacant)
Financial
Impact
Impact Statement
There are currently 27
Equipment Operator III positions
and 61 crew members. The
elimination of the vacant
positions results in reduced staff
available to provide timely
services including street and
sidewalk repairs, storm drainage
maintenance, repair of curbs and
gutters, removal of
debris/obstructions, and
responding to inclement weather
events. These duties are
assigned to the current Street
Maintenance staff.
Front desk responsibilities would
be shifted to existing staff
positions, thereby reducing
customer service capacity in
street maintenance division.
Reduces effectiveness of
transportation planning, as this
is one of two Traffic Counter I
positions. These positions
perform the basic traffic counting
responsibilities in the City that
help determine street safety and
reliability.
Total
FY2016 & FY2017 Adopted Strategic Operating Plan
23
$
135,895
47,600
44,715
$ 2,297,462
Executive Summary
FY2016 Service Reductions
($2.3 million)
Police,
204,329, 9.1%
Neighborhood
& Business
Services,
191,308, 8.5%
Innovation &
Technology,
328,477,
14.6%
Fire, 210,911,
9.4%
Solid Waste
Services,
56,182, 2.5%
Transportation,
228,210,
10.1%
Charmeck 311,
658,924,
29.3%
City Manager
Admin,
54,415, 2.4%
Engineering &
Property
Management,
274,619,
12.2%
Management &
Financial
Services,
41,941, 1.9%
FY2016 & FY2017 Adopted Strategic Operating Plan
24
Executive Summary
Expense Reductions
Reduction Category
Technology/Telecommunications
Equipment Maintenance/Accident Repairs
Retirement Payout Reserve
Fuel
Travel, Training, and Education
Reimbursement
Contracted Services
Frozen Positions
Vacant Positions (long-time vacancies)
Temporary Positions/Overtime
Utilities
Other
Uniforms
Council Discretionary
Printing, Postage, and Advertising
Office/Operating Supplies
Subsistence
Public Education
Dues, Subscriptions, and Memberships
General Fund
Category
Budget
Financial
Impact
$
% of
General
Fund
Category
Budget
843,084
801,141
500,000
470,534
$
397,104
303,283
216,568
165,873
149,950
145,340
129,203
102,600
100,000
55,105
48,803
45,212
41,447
25,232
$4,540,479
15,415,708
20,303,573
1,500,000
10,487,133
5.5%
3.9%
33.3%
4.5%
2,809,274
38,824,211
216,568
165,873
7,582,364
14,617,705
129,203
3,241,815
200,000
2,815,128
5,610,295
307,186
870,508
962,433
$126,058,977
14.1%
0.8%
100.0%
100.0%
2.0%
1.0%
100.0%
3.2%
50.0%
2.0%
0.9%
14.7%
4.8%
2.6%
3.6%
General Fund Expense Reduction Categories
($4.5 million)
Utilities
3.2%
Public Education
0.9%
Printing, Postage, &
Advertising
1.2%
Equipment
Maintenance/Acciden
t Repairs
17.6%
Travel,Training, and
Education
Reimbursement
8.7%
Frozen Positions
4.8%
Council Discretionary
2.2%
Vacant Positions
(long-time
vacancies)
3.7%
Office/Operating
Supplies
1.1%
Contracted Services
6.7%
Fuel
10.4%
Retirement Payout
Reserve
11.0% Other
2.8%
Technology/Telecom
munications
18.6%
Dues, Subscriptions,
and Memberships
0.6%
Subsistence
1.0%
Uniforms
2.3%
Temporary
Positions/Overtime
3.3%
FY2016 & FY2017 Adopted Strategic Operating Plan
25
Executive Summary
Additional information on departmental budgets is included as part of the individual
departmental pages in the “Operating Budgets” section of this book.
FY2016 Service & Expense Reductions
($6.7 million)
Transportation,
228,210 , 3.4%
CharMeck 311,
658,924 , 9.7%
Management &
Financial Services,
City Manager Admin,
41,941 , 0.6%
54,415 , 0.8%
Engineering &
Property
Management,
274,619 , 4.0%
Fire, 210,911 ,
3.1%
Innovation &
Technology,
328,477 , 4.8%
Expense Reductions
(All Departments),
4,540,479 , 66.9%
Neighborhood &
Business Services,
191,308 , 2.8%
Police, 204,329 ,
3.0%
Solid Waste
Services, 56,182 ,
0.8%
•
66.9% Expense Reductions = $4.5 million
•
33.1% Service Reductions = $2.2 million
•
$6.7 million Total Reductions = 1.1% of Total General Fund Budget
FY2016 & FY2017 Adopted Strategic Operating Plan
26
Executive Summary
General Fund Budget Reduction Alternatives not Included in Adopted Budget
In addition to the service and expense reductions implemented in FY2016, the following items were
alternative budget reductions during the budget development process. These alternatives were
neither recommended nor adopted, and they are not in priority order.
Alternative Reductions
Department
Reduction Item
Police
Eliminate Helicopter
Unit (5 sworn
positions, 1 civilian
position)
Police
Eliminate District
Attorney (DA) Liaison
(9 sworn detective
positions, 6 civilian
positions)
Police
Reduce Motorcycle
Unit (6 sworn
positions, 1 civilian
position)
Solid Waste
Services
Eliminate Multi-Family
Collection Contract &
Associated Disposal
Costs Effective 1/1/16
Solid Waste
Services
Eliminate or Charge
for Small Business
Garbage (Non-Central
Business Districts
Locations)
General Fund
Financial
Partners
Reduce General Fund
Discretionary funds
for the City’s Financial
Partners by 1%
Impact Statement
Elimination of the Helicopter Unit
would limit the knowledge of
suspects’ movements and location in
active crime scenes. This reduction
would cease operations for the entire
Helicopter Unit.
DA Liaisons ensure that felony cases
are filed properly and coordinate trial
court calendars and subpoenas with
law enforcement agencies.
Eliminating the DA Liaisons would
increase time for trial preparations
and result in service impacts for
victims, witnesses, subpoena service
officers and could ultimately result in
the dismissal of more trial cases.
This reduction removes one of the
two motorcycle squads focused on
suppressing crime through traffic
enforcement and enhanced visibility.
This reduction will eliminate
motorcycle escorts and impact traffic
safety.
Multi-Family complexes and
Homeowners’ Associations would be
responsible for contracting and
paying for their own waste collection
service. Mecklenburg County lists 10
private companies able to perform
the work. Private rates are not
available.
Proposed service changes will impact
approximately 2,600 small
businesses, which are not currently
charged for services. Changes to
service will result in either small
businesses bearing the full cost of
waste collection or the elimination of
six filled positions in Solid Waste
Services and three rear loader
trucks.
General Fund Financial Partners
include the Arts & Science Council,
Charlotte Regional Partnership,
Community Building Initiative, and
Safe Alliance. These Partners are
held flat in FY2016.
Total
FY2016 & FY2017 Adopted Strategic Operating Plan
27
Financial
Impact
$1,159,313
1,144,372
442,794
565,467
416,509
34,658
$3,763,113
Executive Summary
Budget Contingencies / Unmet Service Needs (not included in Adopted Budget)
As part of the FY2016 budget development process, there were budget items considered for addition
to the FY2016 budget to meet unmet service demands, should additional revenues or reduction be
implemented. Additionally, if the North Carolina General Assembly replaced Business Privilege License
Tax revenue, $3.1 million in service cuts, plus $2.6 million in full market rate compensation would
have been added to the budget. These budget additions are not included in the Adopted Budget.
Department
Additional
Item
Fire
Ladder 28
–Northlake
Mall
(1 ladder
truck and 18
sworn
positions)
Fire
Engine 65
–Eastland Mall
(1 fire engine
and 18 sworn
positions)
Police
65 sworn
positions
All
departments
All
departments
(see pages
18 –23 for
detailed list
of
reductions)
Pay Plan at
Market Rate
Restore
FY2016
Service
Reductions
Budget Contingencies
Impact Statement
Development in the area surrounding
Northlake Mall has resulted in a call load
increase of 66% over the last 10 years.
Engine 28, the area’s sole resource, reaches
only 67% of calls in six minutes or less. The
addition of Ladder 28, along with necessary
staffing resources, will help ensure fast and
reliable fire response coverage in the
Northlake Mall area.
The Eastland Mall area responds to some of
the highest call volumes in the City. The
majority of calls in this area are answered by
Stations 15 and 42, both of which have
single engine companies. The addition of
Engine 65, along with necessary staffing
resources, will ensure fast and reliable fire
response coverage for the Eastland Mall
area.
The 65 requested officers would help
maintain Police’s crime reduction strategy by
providing additional resources for
investigating criminal cases, addressing drug
and gang activity, staffing the Real Time
Crime Center on a 24 hour basis, and
mitigating the safety impacts related to an
increased number of special events in the
City.
Due to budget constraints, the benchmarked
average pay plan recommendation of 3%
Broadband, 1.5% Public Safety Pay Plan
Market, and full Public Safety Pay Plan steps
is not funded in the FY2016 Adopted Budget,
which challenges the City’s recruitment and
retention strategies. In the event of new
budget capacity, the City Manager
recommends funding the Pay Plan at this
benchmarked average market rate.
The City Manager’s FY2016 Adopted Budget
includes service reductions in response to
reduced revenues. In the event of new
budget capacity, the City Manager
recommends restoring these service
reductions to best meet the needs of the
community.
Total
FY2016 & FY2017 Adopted Strategic Operating Plan
28
Financial
Impact
$2,723,193
2,398,728
5,185,868
$2,626,349
$3,141,581
$16,075,719
Executive Summary
Summary of General Fund Position Changes: Net change a reduction of 71.50 Positions
Department
FY2015
Eliminated
Revised
Full-time
Equivalent
Positions
fullyfunded
Vacant
Positions
Eliminated
Positions
Frozen
since 2009
FY2016
Budgetary
Increases
FY2016
Full-time
Equivalent
Positions
Police
2,307.50
-4.00
-7.00
12.00
2,308.50
Fire
1,172.00
-2.00
-4.00
0.00
1,166.00
Solid Waste Services
302.00
-1.00
0.00
1.00
302.00
Transportation
431.50
-4.75
-22.00
4.00
408.75
Neighborhood & Business Services
Engineering & Property
Management
145.00
-3.00
-5.00
0.00
137.00
322.00
-3.00
-2.00
8.00
325.00
Planning
65.00
-1.00
-8.00
0.00
56.00
Mayor & City Council
21.00
0.00
0.00
0.00
21.00
City Attorney
28.50
-1.00
-0.50
0.00
27.00
0.00
0.00
0.00
6.00
City Clerk
6.00
City Manager:
12.00
-1.00
0.00
0.00
11.00
Community Relations Committee
10.00
0.00
0.00
0.00
10.00
Corporate Communications
19.00
0.00
0.00
0.00
19.00
CharMeck 311
133.00
-11.00
-8.25
0.00
113.75
Human Resources
36.00
0.00
0.00
0.00
36.00
134.00
-3.00
-1.00
0.00
130.00
Innovation & Technology
Management & Financial Services:
Administrative Management
14.00
0.00
0.00
0.00
14.00
Charlotte Business INClusion
11.00
0.00
0.00
0.00
11.00
Finance Office
98.00
0.00
-4.00
4.00
98.00
122.00
-4.00
0.00
1.00
119.00
Internal Audit
10.00
-1.00
0.00
0.00
9.00
Office of Strategy & Budget
12.00
0.00
0.00
0.00
12.00
30.00
5,340
Fleet Management
Total General Fund
•
•
5,411.50
(39.75)
(61.75)
39.75 fully-funded vacant positions will be eliminated with the Adopted Budget.
o These positons will impact service delivery, but are not deemed critical to
high priority areas
61.75 unfunded frozen positions will be eliminated with the Adopted Budget.
o These positions will provide savings through the reduction of fringe benefits
o These positions have generally been frozen since 2009 and will have no
impact to service delivery
FY2016 & FY2017 Adopted Strategic Operating Plan
29
Executive Summary
General Fund Budgetary Increases
Department
Police
Transportation
Transportation
Engineering &
Property Management
Engineering &
Property Management
Management &
Financial Services
Management &
Financial Services
Management &
Financial Services
Management &
Financial Services
Description
Twelve additional Airport Law Enforcement Officers to maintain the preferred
staffing level of 58 sworn officers at the airport, CMPD will implement a
phased in approach over two years to add an additional 21 officers at
Charlotte-Douglas International Airport. CMPD will add twelve officers in
FY2016 and an additional nine officers in FY2017 to achieve a sustainable
staffing level that will improve security and safety at the airport (Funded by
Aviation)
One additional Land Development Position due to the increased demand for
land development permits, which has grown by 53% since FY2012. This
position was previously reduced during the Great Recession. (Funded by
Development Fees)
Three additional Engineering Positions due to the passage of the November
2014 Bond Referendum. Work is now beginning on $110.9 million in new
infrastructure projects, requiring much greater project management activities
across the Transportation department. A key element of the increased
project management work is the emphasis on increased community and
citizen engagement. This requires greater time commitment, with project
management staff putting more effort into meeting more frequently with
more groups of people in various communities around the City. (Funded by
the Community Investment Plan)
Two additional Land Development Positions due to the increased demand for
land development permits, which has grown by 53% since FY2012. (Funded
by Development Fees)
Six additional Engineering Positions due to the passage of the November
2014 Bond Referendum. Work is now beginning on $110.9 million in new
infrastructure projects, requiring much greater project management activities
across the Engineering department. In addition to the increased demand on
project management (particularly construction inspection), a wave of work
will flow through Contracts Management, Survey, and Real Estate. A key
element of the increased project management work is the emphasis on
increased community and citizen engagement. This requires greater time
commitment, with project management staff putting more effort into meeting
more frequently with more groups of people in various communities around
the City. (Funded by the Community Investment Plan)
Two additional Procurement Officers to support Aviation’s procurement
efforts (Funded by Aviation)
One additional Procurement Card Administrator to support the City’s existing
procurement card program and new e-payable program. (The position will be
100% funded from the revenue generated by the e-payable program, which
is a widely recognized and accepted no-fee card-based electronic payment
option, generating rebates to the City, similar to the current procurement
card agreement.)
One additional Accounts Payable Technician to support the e-payable
program and assist the current accounts payable team with the increase in
quantity and complexity of accounts payable transactions. (The position will
be 100% funded from the revenue generated by the e-payable program,
which is a widely recognized and accepted no-fee card-based electronic
payment option, generating rebates to the City, similar to the current
procurement card agreement.
One additional Administrative Officer to support the new Motor Pool Program
(The position is funded in the Motor Pool program, which is estimated to
provide an ongoing operating savings of $80,500 annually)
FY2016 & FY2017 Adopted Strategic Operating Plan
30
Executive Summary
Enterprise Funds Budgets
● A balanced budget funded by self-supporting revenues ●
Enterprise Funds
The City’s four Enterprise departments are funded by self-supporting revenues paid by users
of the services. The FY2016 Enterprise Fund Operating budgets and supporting rates are
summarized below.
Aviation
FY2015 $130.0 million; FY2016 $144.7 million
The Charlotte Douglas International Airport is the sixth largest airport in the United States
based upon operations, and the eighth largest based upon passengers. The FY2016
budget is $144,737,684, an 11.3% increase above the prior year budget. The Aviation
budget represents substantial investment in asset preservation, which involves the
refurbishment and rehabilitation of large systems through the terminal as well as the dayto-day maintenance of the facility in order to effectively and efficiently manage an airport
that now serves as the second largest hub for the largest airline in the world.
The budget changes maintain an airport that is highly competitive. Highlights include:
•
The lowest cost structure of any large hub airport in the country
•
The addition of 49 positions in a variety of capacities, including Business Services,
Building Maintenance, and Security, to keep up with service complexity and
customer demand
•
Airline requested programs, such as the multi-year rehabilitation of 19 airlineowned passenger boarding bridges, lobby management, and safety activities
•
The implementation of new programs to ensure continuous execution of its
business and revenue generation processes, environmental compliance, and
sustainability initiatives
Charlotte Area Transit System
FY2015 $114.2 million; FY2016 $119.0 million
The Charlotte Area Transit System provides core services via bus, vanpool, light rail, and
paratransit transportation. In accordance with CATS’ long term financial plan, the
operating budget increases 4.2% in FY2016 and 5.9% in FY2017. Highlights include:
•
Additional 5,000 revenue service hours in FY2016
•
Recovery of Transit Sales Tax with increase of $1,400,000 (1.9%) over FY2015
•
Opening of the new CityLYNX Gold Line service
•
Ridership growth averaging 2.2% over the two year period
•
Adding 35 fully funded positions for maintenance, acceptance start-up and testing
of new rail cars for the Blue Line Extension project
•
Change in fleet maintenance program for Special Transportation buses results in
$89,000 savings and increased efficiency due to 24/7 repair capabilities
Storm Water Services
FY2015 $13.1 million; FY2016 $13.8 million
More frequent and larger flood events are straining older drainage systems and increasing
the number of citizen requests. New requests compete with the backlog of requests for
limited funding. In order to respond to these increasing customer requests for storm
water infrastructure improvements and repairs, the FY2016 budget includes a change in
the Storm Water Services rate structure from two rates to four rates, to create a separate
rate for each of the four residential tiers.
The Storm Water Services program is based on the premise that all rate payers are charged
in accordance with their impervious surface and its impact on storm water runoff and water
quality. The City currently has a four-tier structure based on impervious surface, but fees
are based on two rates for single-family, detached residential properties. This two rate fee
structure has not allowed Storm Water Services to recover costs associated with managing
runoff from residential properties with the largest amounts of impervious surface. The
revision to four rates will ensure that storm water fees for all tiers and other impervious
areas will be calculated on the same per-square-foot basis (33/100 penny). Highlights of
the Rate change include:
FY2016 & FY2017 Adopted Strategic Operating Plan
31
Executive Summary
•
•
•
Sixty one percent (61%) of the 178,523 residential storm water customers
(including the average customer in Tier II) will see no change in their monthly bill.
The monthly variable rate fee will not change for those customers.
For the 29% of residential stormwater customers in Tier III, the monthly variable
rate fee will increase $3.91.
For the 10% of customers in Tier IV, the monthly fee will increase $11.78.
Current Fee Structure
Customers
per Tier
FY2015 Monthly
2 Rates
FY2016 Monthly
4 Rates
Detached Single-Family Residential
Tier I (No Change)
< 2,000 sq ft
35,631
(20%)
$5.52
(33/100 penny)
$5.52
(33/100 penny)
Tier II (No Change)
2,000 to <3,000 sq ft
72,362
(41%)
$8.13
(33/100 penny)
$8.13
(33/100 penny)
Tier III (+$3.91/Mo.)
3,000 to <5,000 sq ft
52,335
(29%)
$8.13
(22/100 penny)
$12.04
(33/100 penny)
Tier IV (+11.78/Mo.)
5,000 sq ft & up
18,195
(10%)
$8.13
(13/100 penny)
$19.91
(33/100 penny)
20,166
$135.56
(31/100 penny)
$143.73
(33/100 penny)
All Other
Per Impervious Acre
(+$8.17/Mo.)
Total increase in costs for the average residential storm water customer is $0.
Increased revenues from charging four rates in four tiers will support a 5.9% increase in the
FY2016 Storm Water operating budget, from $13.1 million in FY2015 to $13.8 million in
FY2016. The majority of the increase in FY2016 is for 16 new positions to support the
capital program. The increase in expenditures and positions is primarily to address the
growing backlog of capital maintenance projects. Approval to hire the 16 positions is
contingent upon completion of a workload analysis to determine the appropriate staffing
level to support the expanded capital program under the revised four-tier fee structure.
During FY2016, Storm Water Services will conduct an evaluation of the existing low priority
service requests to benchmark costs and provide a more accurate funding projection for
future years. Future funding of the existing low priority requests for service will be
determined based on information gathered during the evaluation in FY2016.
Charlotte Water
FY2015 $120.0 million; FY2016 $122.8 million
Charlotte Water (Utility) provides water and sewer services for the City of Charlotte as well
as customers in the six towns in Mecklenburg County. The Utility also has regional service
agreements that cross County boundaries including contracted operations at the Union
County Wastewater plants. The FY2016 operating budget is $122,807,122 an increase of
2.1%. Highlights include:
•
Change the rate methodology to eliminate the Tier 1 subsidy, which is not based
on financial need
•
Increase the Availability Fee from $7.03 to $8.14 to recover 25% of Debt Service
•
With the change in methodology, customer rate impacts will vary from $0.93 per
month to $3.41 per month, depending on usage tier
•
Tier 1 customers (0-4 ccf (ccf = 100 cubic feet)) will see the largest impact due to
increased fixed costs and the elimination of the subsidized Tier 1 rate, with
monthly impacts ranging from $2.41 per month to $3.41 per month
•
For the typical 7 ccf customer in Tier 3, the increase will be $1.55 per month, a
FY2016 & FY2017 Adopted Strategic Operating Plan
32
Executive Summary
•
2.7% increase
The following chart shows how monthly bill increases will impact all customers
based on water usage rates
Tier
Tier
Tier
Tier
Percent of
Customer Bills
41.1%
37.7%
13.0%
9.2%
Usage
1 (0-4 ccf)
2 (5-8 ccf)
3 (9-16 ccf)
4 (16+ ccf)
Impact on
Monthly Bill
$2.41 - $3.41
$0.93 - $2.79
$0.93
$0.93
Typical Monthly Bill*
$32.71
$58.45
$129.54
$174.40
* Typical monthly bill amount is shown to provide context to the monthly increase impact for
each tier. Although each unit of ccf usage within a tier has a different monthly bill, these
amounts represent the total monthly cost for the typical customers in a specific range.
•
The adopted rates summarized in the following table maintain current
infrastructure and respond to changing economic and regulatory conditions such
as new State laws requiring more locate services and Clean Water Act
requirements to reduce sanitary sewer overflows.
Water and Sewer Rates
Current
FY2015
Current
Adopted
FY2016
Water Rates
Fixed Billing Charges
Availability Fee
$2.50
$3.15
2.47
3.03
Tiered Rate
Tier 1: 0-4
ccf
1.33
1.58
Tier 2: 5-8
ccf
2.66
2.04
Tier 3: 9-16 ccf
4.71
4.71
Tier 4: >16 ccf
8.91
8.91
2.61
2.73
$2.50
$3.15
Availability Fee
4.56
5.11
Volume Rate *
*up to 16 ccf for residential
customers
1 ccf = 748 Gallons
4.51
4.51
Non Residential
Sewer Rates
Fixed Billing Charges
Typical Residential Bill
Typical user = 7 ccf/month
Water Rates for avg. ccf use:
$13.30
$12.44
Fixed Billing Charge:
2.50
3.15
Availability Fee:
2.47
3.03
$18.27
$18.62
$31.57
$31.57
Fixed Billing Charge:
2.50
3.15
Availability Fee:
4.56
5.11
Total Sewer Cost:
$38.63
$39.83
Average User's Monthly Fee:
$56.90
$58.45
Total Water Cost:
Sewer Rates:
The total cost increase for the typical user at 7 ccf/month is $1.55 per month.
FY2016 & FY2017 Adopted Strategic Operating Plan
33
Executive Summary
Pay & Benefits
● Investing in the employees who delivery City services ●
Pay & Benefits – Investing in Employees
The vast majority of City services are delivered by employees, which is reflected by the
dedication of over 50% of the total Operating budget to personnel related expenditures. The
FY2016 personnel budget reflects the Human Resources Philosophy adopted by the City
Council:
•
Moderate level of benefits and pay,
•
Aggressive cost management for benefits,
•
Employees expected to fairly share in the cost of benefits, and
•
Actively support wellness programs to reduce future costs.
Compensation
The ability to provide compensation increases has been limited over the past five years,
challenging the City’s recruitment and retention strategies. The City regularly benchmarks
pay adjustments with other employers, including: national statistics, Charlotte area
municipalities, Charlotte large private sector employers, and the Employer’s Association. Of
these five categories of employers, the average projected pay adjustment in 2016 is
3.0%.
Due to revenue reductions from the State and the County, the City is unable to compete with
the benchmark. City departments have made budget reductions to allow for a small pay
adjustment in FY2016:
•
0.75% Public Safety market adjustment,
•
2.5% or 5.0% Public Safety step adjustment based on rank and current step,
•
1.5% Broadband merit budget (for all other general employees).
Compensation adjustments for the City’s FY2017 budget have not been calculated at this time
and will be addressed based on market conditions and City revenues.
Including 2016 projections, the City of Charlotte’s five-year average market adjustment is
1.9%, falling below that of national statistics (3.0%), Charlotte area municipalities (2.6%),
large private-sector Charlotte employers (2.6%), and the Employers Association (2.9%). The
following chart illustrates the five-year trend.
FY2016 & FY2017 Adopted Strategic Operating Plan
34
Executive Summary
Five-Year Market Movement Pay Trend
Cumulative average change (%)
16
14
12
National Statistics
10
Charlotte Area
Municipalities
8
Charlotte Large
Employers
6
Employers Association
4
City of Charlotte
2
0
2012
2013
2014
2015
2016
Other Compensation Considerations
•
Employee Pay Below Area Median Income
-
−
•
Labor
−
−
An evaluation of all current full-time City employees earning levels was
conducted to determine where the City stands with regard to Living Wage
and Area Median Income comparisons. The evaluation showed that there
are no City employees currently earning less than the annual Living Wage
amount of $20,842. The Area Median Income is $45,000. The evaluation
showed that the City has no employees earning less than 50% of the Area
Median Income while there are 88 City employees currently earning less
than 60% of the Area Median Income, or less than $27,000 annually.
The Adopted Budget includes funds to bring these 88 employees up to
60% of Area Median Income at a total cost of $138,483. Nine of the 88
employees are located in Enterprise Funds, and the remaining 79 are in
the General Fund.
and Trades Pay Plan Study (non-exempt employees)
Work has been completed to evaluate options for implementing a different
pay plan for the labor and trades compensation, to address needs and
challenges in this section of the workforce.
Due to funding constraints, the Adopted Budget does not include funding
to begin a transition to a new plan; staff is currently evaluating options for
implementation in FY2017.
Benefits
The following benefits changes are included in the FY2016 and FY2017 budgets:
•
Group Medical Insurance
-
The City’s increased costs are 4%, a notable achievement compared to a
national trend of 9%. Charlotte’s lower increase results from the City’s
favorable claims experience and aggressive cost management
Effective January 1, 2016, employee rates for the Basic PPO Plan will be
flat.
Effective January 1, 2016, employee rates for the PPO Plus Wellness Plan
will increase by 4%.
FY2016 & FY2017 Adopted Strategic Operating Plan
35
Executive Summary
-
•
•
Effective July 4, 2015, enrollment in the PPO Plus Plan will be restricted to
only employees and pre-65 retirees currently enrolled in the health
insurance plan; new employees will only be permitted to enroll in the PPO
Basic Plan.
Dental Insurance
-
The dental plan rates are held flat.
-
In an effort to continue to address rising health care costs and improve
employee health and productivity, the City is currently implementing nearsite employee health clinics through a third party vendor with a target
implementation date of January 1, 2016. The first year costs for
implementation of the health clinics are projected to be approximately
$1.7 million. This cost will initially be funded by the anticipated FY2015
projected claims surplus, an estimated $2.4 million.
The dental plan contract will expire December 31, 2015, and it may be
necessary to rebid the plan.
Other Considerations
Position Changes
The FY2016 budget includes 7,332.75 full-time and temporary positions across all funds, a
decrease of .50 positions. This position number reflects a decrease of 101.25 positions in
the General Fund due to FY2016 budget reductions. The Enterprise Funds’ position count
increases by 100.75, funded by user rates and charges.
FY2015
Revised
Full-time
Equivalent
Positions
FY2015
Revised
Total
Positions
FY2016
Full-time
Equivalent
Positions
FY2016
Budget
Total
Positions
Fund
General
Fund
5,411.50
5,497.75
5,340.00
5,396.50
Enterprise &
Grant Funds
1,770.75
1,835.50
1,896.75
1,936.25
Total All
Funds
7,182.25 7,333.25
7,236.75 7,332.75
Note: “Total Positions” includes Full-Time and Temporary Positions
Position
Change
from
FY2015
Revised
Total to
FY2016
Budget
Total
FY2017
Full-time
Equivalent
Positions
FY2017
Budget
Total
Positions
5,349.00
5,405.50
(101.25)
1,989.75
2,029.25
100.75
7,338.75
7,434.75
(0.50)
Total Capital Budget
All debt-funded projects included in the prior year capital program for FY2015
through FY2019 are included with no changes in the adopted FY2016-FY2020
General Community Investment Plan. Any potential adjustments or additions to these
debt-funded capital projects will be considered in FY2017 as part of the biennial review of the
General Community Investment Plan.
The Community Investment Plan (CIP) is consistent with the policy direction provided through
the adoption of last year’s five-year plan. The FY2016 – FY2020 CIP budget for General and
Enterprise funds is $3.5 billion and includes investments in neighborhoods, housing, storm
water projects, roads, transit, water and sewer projects, the airport, and government facilities.
The capital program is divided into five parts: General Government, Storm Water, Charlotte
Area Transit System, Water and Sewer, and Aviation.
General Community Investment Plan
The City continues to maintain its AAA credit rating reflecting the positive outlook for the City
from the perspective of the bond rating agencies. The FY2016-FY2020 General Community
Investment Plan totals $749.2 million, including:
•
$468.2 million in debt-funded projects designed to keep Charlotte growing. Debt
FY2016 & FY2017 Adopted Strategic Operating Plan
36
Executive Summary
funding for these projects includes:
-
$398.4 million in Street, Neighborhood, and Housing bonds scheduled over
three General Obligation bond referenda in November of 2014, 2016, and 2018;
and
$69.8 million in Certificates of Participation
A fourth bond referendum in November 2020 will be reflected in future five-year CIPs
beginning in FY2017;
•
$146.1 million in General Pay-As-You-Go (PAYGO) funding, including property and
sales taxes, grants, program income, and non-recurring revenues; and
•
$134.9 million in Transit Investment PAYGO funding, including vehicle rental tax,
motor vehicle license revenue, sales taxes, and CityLYNX Gold Line fare revenue.
General Community Investment Plan programs include:
Program
Housing and Neighborhood Development
Support improving communities through the Housing Diversity Program
and the new Comprehensive Neighborhood Improvement Program
Transportation & Planning
Supports new investments in corridors, increased transportation
connections, and City support of transit investments including CATS
Maintenance of Effort and CityLYNX Gold Line Phase 1 and 2 operations
Economic Development & Global Competitiveness
Supports additional corridor investments including Applied Innovation
Corridor and the East/Southeast Independence Corridor
Environmental Services
Supports environmental mitigation and Charlotte’s Tree Program
Facility Investments
Supports additional public safety and maintenance facilities
Total
5-Year Cost
(in millions)
$218.6
$343.5
$60.5
$16.5
$110.1
$749.2
Enterprise Funded Community Investment Plan
Aviation
Aviation totals $1.1 billion, and is funded by $737.6 million in revenue bonds, $283.7
million in Federal Aviation Administration grants and passenger facility charges, and
$114.6 million in cash. The Aviation capital projects are mostly that of terminal
expansions, runway reconstruction, and rehabilitation that are part of the Airport’s longrange plan.
Charlotte Area Transit System
Charlotte Area Transit System totals $646.6 million, and is funded by federal and state
grants and the one half-cent sales tax for transit. The Transit capital program is primarily
comprised of funding for the LYNX Blue Line Extension.
Storm Water
Storm Water totals $332.7 million, and is funded by $202.5 million in cash and $130.2
million in revenue bonds. The program is self-funded through user fees charged to
property owners according to areas of impervious surface. The Storm Water capital
program includes major flood control, minor flood control maintenance repairs, and stream
restoration projections. However, major unmet needs on private property remain an issue.
Water and Sewer
Water and Sewer totals $633.4 million, and is funded by $289.8 million in cash and
$343.6 million in revenue bonds. The Water and Sewer capital projects are related to
maintaining and expanding infrastructure to support growth and demand.
FY2016 & FY2017 Adopted Strategic Operating Plan
37
Executive Summary
External Impacts and Future Budget Considerations
● Continuing to monitor State legislation while evaluating further budget considerations ●
Potential External Impacts
State legislation considerations continue to create uncertainty in local governments’ revenues,
including:
•
Business Privilege License Tax
•
The Legislature’s repeal of local governments’ ability to assess the Business
Privilege License Tax resulted in the City’s loss of $18.1 million in FY2016
revenues, for which the State has not identified replacement revenue.
Repeal of Business License Fee Authority
-
-
-
•
The bill could eliminate some of the City’s long-standing regulatory user fees
revenue. The fiscal impact is estimated between $100,000 and $500,000.
Exempt Builders Inventory
-
-
•
This legislation would remove the authority for cities to charge regulatory fees
to businesses that are located in cities, which potentially impacts the City’s
authority to charge regulatory user fees (such as zoning and other land
development fees).
This legislation would exclude from property taxes any increase to the value of
improvements made to real property held for sale by a builder for up to five
years. The bills broaden the definition of a “builder” by removing the
requirement that they be licensed as a general contractor under G.S. 87-1.
The bills would cause a 1.5% decline in tax value resulting in an estimate of
revenue loss for the City of $5.8 million in FY2016 growing to $6 million in
FY2017.
Sales Tax Redistribution
-
-
This legislation would convert local sales tax revenues to a state source of
revenue that will be shared with local governments through State General
Fund appropriations. The City’s share of sales tax could decrease. Sales tax
proceeds to all local governments would be subject to annual appropriation by
the General Assembly, and could be sequestered by the Governor.
The financial impact to the City is not known at this time.
FY2016 & FY2017 Adopted Strategic Operating Plan
38
Charlotte City Profile
Location
Charlotte, located in Mecklenburg County, North Carolina, is the largest city between
Baltimore, Maryland and Jacksonville, Florida. The City is in the Piedmont Region of the
Carolinas, two hours east of the Appalachian Mountains and three and one-half hours west
of the Atlantic Ocean. New York City is 631 miles to the northeast and Atlanta is 256 miles
to the southwest. Location and growth reinforce the City’s role as a regional center in the
Southeast.
Local History
•
Charlotte was incorporated in 1768, became
the county seat in 1774, presently covering
310 square miles of the 527 square miles in
Mecklenburg County.
•
The City referred to as the “Queen City” owes
its name to German born Queen Charlotte,
wife of England’s King George III, and the
County’s name to her birthplace of
Mecklenburg.
The City’s vision is to be a model of excellence that puts citizens first and makes this a
community of choice for living, working, and leisure. The City’s mission is to ensure the
delivery of quality public services and to promote the safety, health, and quality of life of
its citizens.
•
Governmental Structure
The City of Charlotte has had a Council-Manager form of government since 1929. Policymaking and legislative authority are vested in a governing council consisting of a mayor and
eleven other members elected every two years on a partisan basis. The Mayor and four
Council members are elected at-large by a citywide vote. The remaining seven Council
members are elected by district, from voters who reside in each district. The City Council is
responsible for appointing the City Manager, City Attorney, City Clerk, and members of
various boards and commissions, which enact ordinances, resolutions, and orders;
reviewing the annual budget, setting the tax rate, and approving the financing of all City
operations; and authorizing contracts on behalf of the City. The City Manager is responsible
for carrying out policies and ordinances, and directs the daily operations of the City through
Manager-appointed department directors.
Transportation
Aviation
• Charlotte-Douglas International Airport (CLT) was
recently named the third most efficient North American
airport by Air Transport Research Society’s Global
Airport Performance Benchmarking study.
• Travel Leaders Group ranked CLT as the second best
airport in the U.S. for making a connection.
Roads
Trucking is a major industry in Charlotte.
• Convenient access to the nation’s interstate highway system makes Charlotte an
appealing location for the trucking industry.
• Approximately 60% of the nation’s population is within a 24-hour drive from the city.
• There are over 329 trucking companies located in Charlotte, including most of the
nation’s top trucking companies.
• Interstate 485 (I-485) is the Outer Belt highway serving Mecklenburg County and
metropolitan Charlotte.
FY2016 & FY2017 Adopted Strategic Operating Plan
39
Charlotte City Profile
Rail
Charlotte is also the center of the country’s largest consolidated rail system.
• Two major rail systems, Norfolk Southern Railway and CSX Transportation, bring
approximately 300 trains through Charlotte weekly and link Charlotte to 23 states,
Washington, D.C. and Canada.
• To better integrate air, rail, and communications, a $92 million intermodal rail and
trucking facility has been constructed on Charlotte Douglas International Airport
property that is expected to bring the region an economic boost of $7.6 billion over
the next two decades.
o The intermodal yard is situated on a 200 acre tract of land that is located
between the airport runways.
Major Industries
Charlotte enjoys a vibrant, highly diversified economy that encompasses many sectors, as
well as companies that range in size from multinational to micro-business.
• Charlotte currently ranks 10th nationally in the number of Fortune 500
headquartered companies, having 270 companies that are listed on the Fortune 500.
• The City also has 4,277 Hoover’s Million Dollar Companies.
• Approximately 950 foreign-owned firms in the region, spawning the creation of
several international and cultural organizations.
• Charlotte was ranked as the top U.S. city for foreign investment by Site Selection
magazine.
• Manufacturing in the Charlotte region includes industrial machinery, metal working,
computer and electronic products, and biomedical facilities.
• The over 3,371 manufacturers in the Charlotte-Mecklenburg region employ more
than 155,000 workers.
Recreational, Visitor, and Cultural Events
The City’s eight percent hotel/motel and one percent prepared food and beverage taxes
have provided a dedicated resource for the purpose of promoting the City as a destination
for convention, business, and leisure travel.
• The 2012 Democratic National Convention (DNC) held in Charlotte, N.C., in
September 2012 was the single largest event in the City’s history.
o Producing an economic impact of $163.6 million.
o Drawing approximately 35,000 delegates, media, and visitors to the Queen
City.
Charlotte Regional Visitors Authority (CRVA), unit of the city, focuses on tourism promotions
and facilities management which includes:
• An auditorium.
• Two enclosed sports arenas.
• A convention center.
The CRVA also operates the NASCAR Hall of Fame complex.
•
The NASCAR Hall of Fame opened in 2010.
•
Has a 150,000 square foot museum.
•
A 102,000 square foot expansion to the Convention Center,
which includes a 40,000 square foot ballroom and NASCAR
Plaza.
• A 19-story, 393,000 square foot Class A office tower.
The City is home to two major and one minor-league sports franchises and numerous other
sporting events including:
FY2016 & FY2017 Adopted Strategic Operating Plan
40
Charlotte City Profile
•
•
•
•
•
•
•
•
•
The Carolina Panthers of the National Football League (NFL), home for the
Carolina Panthers is the Bank of America Stadium, a privately owned, 73,778-seat
stadium in uptown Charlotte.
The Charlotte Hornets of the National Basketball Association (NBA), the
NBA’s Charlotte Hornets play in the uptown Time Warner Cable Arena.
The Charlotte Knights of the Minor League Baseball (MiLB), the team plays at
BB&T Ballpark located in Uptown Charlotte.
• Charlotte Motor Speedway is the largest sports facility in
the southeast with 140,000 permanent seats and has the
capacity for nearly 40,000 more spectators in the infield.
o A 1.5 mile superspeedway.
o Annually hosting the Sprint Cup Series NASCAR
Sprint All-Star Race, Coca-Cola 600, and the
Bank of America 500.
o The Nationwide Series History 300 and Dollar
General 300.
The Camping World Truck Series North Carolina Education Lottery 200.
Also attracting race fans is the zMax Dragway at Charlotte Motor Speedway.
The drag racing facilities’ track, pit areas, and midway cover 125 acres and seats
30,000.
There is the Belk Bowl at Bank of America Stadium, which will match an ACC
team against an SEC team.
The CIAA Basketball Tournament, which is held in the Time Warner Cable Arena.
The Wells Fargo Championship, one of the top events of the PGA tour.
The U.S. National Whitewater Center located on the Catawba River and is the
world’s largest artificial whitewater river and U.S. Olympic Training site.
o The 400 acre facility includes whitewater rafting, kayaking, flat water
kayaking, mountain biking, rock climbing, zip lines, a canopy tour, team
building, and rope courses.
Charlotte offers diverse facilities for culture, the arts, nature, and science, including:
• The Bechtler Museum of Modern Art
• The Knight Theater, part of the Blumenthal Performing Arts
Center, is home for North Carolina Dance Theatre and also
hosts other performing arts.
• The Harvey B. Gantt Center for African-American Arts +
Culture serves as a community epicenter for music, dance,
theater, visual art, film, arts education programs, literature,
and community outreach.
• The 145,000 square foot Mint Museum Uptown combines
four collections (Craft + Design, Contemporary, American, and selected European
pieces) under one roof.
• The North Carolina Blumenthal Center for the Performing Arts, containing a 2,100seat performance hall and a 440-seat theater, showcases the best in opera,
symphony, chorus, dance, and theater.
• The Charlotte Nature Museum, founded in 1946, provides programs and exhibits
centered on a science theme of “Nature and Man.”
• The “hands-on” science and technology museum, Discovery Place, features a 284
seat IMAX Dome Theatre.
FY2016 & FY2017 Adopted Strategic Operating Plan
41
Charlotte City Profile
Education
• The County operates Charlotte-Mecklenburg Schools (CMS), a consolidated CityCounty public school system with current enrollment for kindergarten through grade
12 of more than 141,171 students.
• The City has no direct financial responsibility for the school system operations or
capital.
• CMS offers magnet programs in 47 of its schools that develop the talents of students
who have interests and talents in specific areas.
Within the greater-Charlotte region there are 23 public and private secondary institutions
offering baccalaureate degrees.
• 17 schools offering graduate opportunities.
• 17 junior colleges, community colleges, and technical
institutes conferring two-year associate degrees.
• Central Piedmont Community College (CPCC) is the
largest of the North Carolina Community College System
colleges.
• UNC Charlotte offers 92 bachelors programs, 59 masters
degrees, and 19 doctoral programs.
• Davidson College is ranked as one of best value liberal arts College.
• Queens University has an approximate enrollment of 2,500 and serves as a model
for other institutions of higher learning across the nation.
• Johnson & Wales University’s Charlotte Campus has over 2,500 full-time students
enrolled in one of three colleges: the College of Business, the College of Culinary
Arts, or the Hospitality College.
• Johnson C. Smith University offers 22 fields of study to more than 1,300
students. The University was recently ranked 14th among Historically Black Colleges
and Universities by U.S. News & World Report (2013).
• Pfeiffer University at Charlotte has an urban campus, offering adult learners the
opportunity to earn both undergraduate and graduate degrees.
• Wake Forest University continues to have a strong graduate school presence in
Charlotte with several top- ranked MBA programs.
• The Charlotte School of Law has awarded law degrees since 2009.
Healthcare
Charlotte and Mecklenburg County are served by a number of health care providers. There
are nearly 2,500 hospital beds in the Charlotte-Mecklenburg area representing two health
care systems, Carolinas HealthCare System and Novant Health.
• Carolina’s HealthCare System is one of nation’s largest public hospital systems and
the most prominent health care system in the Carolinas. Operating 33 hospitals in
the Carolinas, Carolinas HealthCare System operates a regional network of more
than 1,900 employed primary and specialty care physicians.
•
Presbyterian Healthcare is a not-for-profit healthcare provider under the parent
organization of Novant Health.
FY2016 & FY2017 Adopted Strategic Operating Plan
42
Charlotte City Profile
(all figures represent FY2015 unless overwise noted)
Total # of Employees
7332.75 FTEs
Fire Protection
Total Budget
$2.12 Billion
Fire Prevention Inspectors
32
General Fund (net of transfers)
$520.9 Million
Firefighters
1,035
General Bonded Debt per capita (FY2014)
$
General Bonded Debt % of Property Value (FY2014)
Debt Service % of Non Capital Expenditures (FY2014)
Assessed value (2014)
1,170
1.03 %
19.60 %
$92.0 billion
Land Area (square miles)
309.55
Street Miles
2,453
Police Protection
Sworn Police Officers
1,836
Civilian
532
Storm Water Rates
Single Family (monthly) < 2,000 sq feet - $5.52
Single Family (monthly) 2,000 to <3,000 sq ft - $8.13
Retail Sales (FY2013)
$15.9 billion
General Obligation Bond Rating (FY2015)
AAA
Single Family (monthly) 3,000 to <5,000 sq ft - $12.04
Single Family (monthly) 5,000 sq ft & up - $19.91
Commercial (monthly) per impervious acre $143.73
Meck County Building Permits (FY2014)
Total
15,778
Utilities
Water Accounts (projected)
272,849
Sewer Accounts (projected)
248,032
Population
2010 Census
731,424
1 ccf = 748 gallons
2015
772,947
Water Rates for ccf use (typical)
$ 12.44
Fixed Charge
$ 6.18
Typical Total Water Rates
$ 18.62
Unemployment Rate (Mecklenburg County)
2012 (as of March)
9.30%
2013 (as of March)
8.70%
Sewer Rates
$ 31.57
2014 (as of March)
6.90%
Fixed Charge
$ 8.26
2015 (as of March)
5.10%
Typical Total Sewer Rates
$ 39.83
Top Principal Taxpayers (2014)
Typical Residential User's
Wells Fargo/Wachovia
2.38%
Total Monthly Fee
Bank of America
1.65%
Duke Energy
1.19%
Median Household Income
US Airways
0.76%
2015
Time Warner Entertainment
0.62%
$ 58.45
$ 57,319
Principal Employers (2014)
Carolinas Healthcare System
7.39%
Wells Fargo/Wachovia Corporation
4.64%
Charlotte-Mecklenburg Schools
3.83%
Wal-Mart Stores, Incorporated
3.40%
Bank of America
3.17%
FY2016 & FY2017 Adopted Strategic Operating Plan
43
Charlotte City Profile
Property Tax (FY2016)
Area City and County Property Tax Rates (FY2016)
1-cent on the property tax rate
$
General Fund
8,928,602
37.41¢
Charlotte
47.87¢
Mecklenburg County
81.57¢
Muni Debt Service for Capital
9.26¢
Cornelius
24.00¢
Pay-As-You-Go Capital
1.20¢
Davidson
35.00¢
Huntersville
30.50¢
Matthews
34.00¢
Total Property Tax Rate
(per $100 valuation)
47.87¢
Local Sales Tax (FY2016)
Mint Hill
27.00¢
State
4.75%
Pineville
35.00¢
Local
2.00%
Police Service District
21.14¢
Transit Tax - CATS
0.50%
Stallings
21.50¢
Total (as of July 1)
7.25%
Union County
77.65¢
Occupancy Tax (FY2016)
MOTOR VEHICLE REGISTRATION FEE (FY2016)
First 3-Percent
3.0%
Second 3-Percent
3.0%
Charlotte
$
30.00
Single-Family & Mobile Homes
$
25.00
Multiple Family
$
25.00
Single-Family & Mobile Homes
$
17.00
Multiple Family
$
17.00
NASCAR Hall of Fame Tax
2.0%
SOLID WASTE FEES (FY2016)
Total
8.0%
Charlotte
Prepared Food Tax (FY2016)
City/County
1.0%
Car Rental Taxes (FY2016)
County
Road Use Tax
8.0%
Charlotte Vehicle Rental Tax
1.5%
MUNICIPAL SERVICE DISTRICTS (FY2016)
1.5%
District
Mecklenburg Vehicle Rental Tax
Airport Tax (If applicable)
U-Drive-it Vehicle Rental tax
Tax Rate *
10.0%
01 - Center City
1.68¢
5.0%
02 - Center City
2.33¢
03 - Center City
3.58¢
04 - South End
6.68¢
05 - University City
2.79¢
*per $100 valuation
FY2016 & FY2017 Adopted Strategic Operating Plan
44
City Strategy and Operating Budgets
Strategic planning is an integral component of the City of Charlotte’s overall management philosophy. The
City’s strategic planning process begins with an examination of the organizational vision, mission, and core
values needed to serve the community. It ends with a comprehensive plan of organizational actions and
outcomes. The development of this strategic, comprehensive plan is two-fold: City Council setting policy
direction through their Focus Area Plans, followed by the creation of departmental goals and targets that
operationalize the Focus Area Plans. Developing an organizational strategy means setting priorities and
making choices to achieve the desired future of our community. The integration of organizational strategy
and resource allocation demonstrates how the budget supports core services and Focus Area goals, which in
turn facilitate the achievement of the City’s vision and mission. Council’s strategic Focus Areas Plans are a
critical tool used in making budget recommendations.
At the time of this printing, an evaluation of the City’s vision, mission, core values, and Focus Area Plans is
underway.
VISION STATEMENTS OF CHARLOTTE’S FIVE FOCUS AREAS
Community Safety: Charlotte will be one of America’s safest communities.
Housing & Neighborhood Development: The City of Charlotte will create and sustain distinct and
diverse neighborhoods for residents of all ages.
Environment: Charlotte will become a global leader in environmental sustainability, preserving our
natural resources while balancing growth with sound fiscal policy.
Transportation & Planning: Charlotte’s strong economy and attractive lifestyle will thrive due to our
vibrant places, healthy neighborhoods, and robust employment centers, supported by strategic
transportation investments.
Economic Development & Global Competitiveness: Charlotte will strengthen its position as a city of
prominence in the global marketplace by building upon its competitive advantages.
Linking City Strategy and Resource Allocation
The City of Charlotte uses the Balanced Scorecard performance management tool to translate the City’s
Vision, Mission, and Council Focus Area Plans into departmental goals and targets. Department pages that
follow include performance measure information that further illustrates the link between resources and
performance. Funding reductions have the ability to negatively impact targets within Council Priorities and
Focus Area Plans. Budget decisions impact how well strategy is implemented and executed. How well budget
allocations are linked to strategy needs can either promote or impede the implementation process. The Focus
Area Plan is used to monitor success in the accomplishment of City strategy and adherence to Council’s
priorities.
FY2016 & FY2017 Adopted Strategic Operating Plan
45
City Strategy and Operating Budgets
Community Safety
FY2016 Strategic Focus Area Plan
“Charlotte will be one of America’s safest communities.”
Community Safety is one of the major priorities for the City of Charlotte. The City’s goal is to
create a community where residents and visitors feel safe in their homes, their neighborhoods,
their workplaces, and the areas where they shop and play. This will be a community where citizens
are actively encouraged to participate in promoting safety through the Police Citizens Academy,
neighborhood watch, community meetings, and fire prevention programs. City agencies should
engage and solicit the priority public safety concerns of the citizens they serve. Citizens will have
confidence in the integrity, professionalism, and training of their City agencies resulting in
strengthened neighborhoods and reduced crime. Safe and vibrant neighborhoods and business
corridors will help to drive economic development throughout the City, creating job opportunities
and sustained growth for this community.
Initiatives
Key Indicators
• Reduce numbers of reported UCR Part One Crimes;
rate of Part One Crimes per 100,000 population
• Increase investigator clearance rate percentage for
arson, robbery, burglary, and larceny from vehicle
cases
Reduce crime rate
Enhance citizen perception of safety
Develop a workforce that is reflective
of the community’s demographics
Improve response times for
emergency calls
Develop infrastructure that promotes
a safer community
Enhance emergency preparedness
• Maintain or improve survey ratings on citizen
satisfaction and perception of safety in
neighborhoods
• Increase number of fire code inspections conducted
within state mandated frequencies
• Recruit women and minorities in police officer and
firefighter applicant pools
• Improve Fire and Police response time from
answering the 911 call to on-scene arrival
• Number of sidewalks and bikeways installed
• Implement technology that assists in crime
reduction, fire protection, and citizen perception of
safety
• Improve safety of pedestrian crossings
• Number of operational streetlights
• Conduct annual Disaster Preparedness Public
Education Activities
• Develop Incident Action Plans for significant events
FY2016 & FY2017 Adopted Strategic Operating Plan
46
City Strategy and Operating Budgets
Housing & Neighborhood Development
FY2016 Strategic Focus Area Plan
“The City of Charlotte will sustain and create distinct and
diverse neighborhoods for residents of all ages.”
The City’s long-term health and vitality are dependent on a built environment offering diverse housing
options, vibrant commercial corridors, and access to safe public amenities.
The City’s housing and neighborhood strategy focuses on preserving and creating neighborhoods and
amenities that allow people to reach their full potential by creating places where:
•
People and businesses are safe,
•
Civic infrastructure supports neighborhood quality of life, and
•
Families have access to quality affordable housing, education, jobs, and services.
Initiatives
Key Indicators
Preserve and create healthy,
vibrant, and distinct neighborhoods
Coordinate public/private
partnership investments to attract
the amenities neighborhoods need
Market housing programs to
achieve geographical dispersion of
diverse housing options throughout
the City.
•
•
•
•
•
•
•
•
•
•
Utilize the Quality of Life Study and
open data to inform and guide
strategic neighborhood
investments and programs
•
•
Support partners and programs
that enhance opportunity for
economic mobility
•
•
•
•
Correct 90% of nuisance violations within 30 days
Assist neighborhoods in developing and implementing strategic plans
during annual neighborhood board retreats, neighborhood matching
grants, and other partnerships
Continue implementing the Comprehensive Neighborhood Improvement
Program as outlined in the Community Investment Plan
Continue implementing the 2014 Community Investment Plan projects
Leverage public/private investments and support of small business within
the business corridors through the use of the Community Investment Plan
and Business Corridor funds
Promote internet access in all neighborhoods
Increase number of developer inquiries and approvals for the new
voluntary single and multi-family density bonus programs
Allocate Housing Trust Fund dollars to developments consistent with
Housing Policy goals
Continue implementing the initiatives of the Ten-Year Plan to End and
Prevent Homelessness
Use the Quality of Life data to:
Assess Neighborhood Profile Areas,
Enhance and develop programs in partnership with neighborhoods
and community organizations, and
Develop Neighborhood Profile Areas composites to develop programs
to assist with common reoccurring neighborhood issues
Support neighborhood organizations in setting and meeting neighborhood
improvement goals through the annual board retreats and the Service
Area Teams
Engage neighborhoods to identify and prioritize projects within the
Comprehensive Neighborhood Improvement Program
Support quality out of school time for youth from low income families
Support youth connections to mentors, work, and community
Support projects and programs that address the digital divide
Engage organizations to provide apprenticeships, mentoring relationships,
and work experiences
FY2016 & FY2017 Adopted Strategic Operating Plan
47
City Strategy and Operating Budgets
Environment
FY2016 Strategic Focus Area Plan
“Charlotte will become a global leader in environmental
sustainability, preserving our natural resources while balancing
growth with sound fiscal policy.”
The City of Charlotte recognizes that environmental stewardship is fundamentally important to
quality of life and essential to maintaining a vibrant economy. Protecting our natural resources,
promoting conservation, and improving the environment all enhance the City’s mission to preserve
its citizens’ quality of life.
Charlotte will become a global leader in environmental sustainability by:
• Becoming a model environmental community in how it manages solid waste, energy, water
and air;
• Leading by example by practicing environmental stewardship in City operations and
facilities as directed through the Internal Environmental Operations Plan;
• Seeking and supporting collaborative and regional solutions to environmental problems;
• Applying technologies to develop “smart city” solutions to our environmental goals.
Specific initiatives to support these goals include:
FY2016
Initiatives
Waste
Energy
•
•
Water
•
•
Air
•
•
Smart City
•
FY2016
Initiatives
Waste
•
Energy
•
•
Water
•
Air
•
Smart City
•
Key Indicators – Community
Develop baseline towards 100% achievement of waste diversion
from landfill
Develop baseline towards achieving carbon neutral footprint for the
community
Develop baseline towards reducing potable water use per capita
Develop baseline towards making all Charlotte waterways
swimmable and fishable
Develop baseline towards achieving 50% tree canopy
Develop a baseline towards 100% of households located within a 5
minute walk of a transit option by 2050
Develop the Happiness Index for Charlotte
Key Indicators – City Organization
Develop baseline towards achievement of 100% waste diversion
from the landfill
Develop baseline towards achievement of carbon neutral footprint
for City operations
Develop baseline toward 100% LEED certified or equivalent
government facilities
Develop baseline towards using water as efficiently as possible
Develop baseline towards increasing alternative fuel and vehicle
technology use
Develop baseline towards creating an engaged and connected
workforce
FY2016 & FY2017 Adopted Strategic Operating Plan
48
City Strategy and Operating Budgets
Transportation & Planning
FY2016 Strategic Focus Area Plan
“Charlotte’s strong economy and attractive lifestyle will thrive due
to our vibrant places, healthy neighborhoods, and robust
employment centers, supported by strategic transportation
investments.”
A combination of sound land use planning and continued transportation investment will provide
lifestyle, employment and travel choices. This approach will enable Charlotte to accommodate growth,
enhance quality of life and increase Charlotte’s prominence and competitiveness in the global
marketplace. To achieve its vision, the City will:
•
•
•
Continue to integrate land use, urban design, and transportation decisions that create more places
and neighborhoods throughout Charlotte that are walkable, transit-oriented and bicycle-friendly.
Provide the necessary transportation infrastructure to increase Charlotte’s presence as a global
freight and logistics hub, particularly at Charlotte Douglas International Airport.
Implement the foundational principles of the Centers Corridors and Wedges Growth Framework, the
Transportation Action Plan and the 2030 Transit Systems Plan.
FY2016 Initiatives
Key Indicators
Establish public and private sector
partnerships to achieve effective
transportation and land use results which
support economic development and livability
Engage the community to support the City’s
land use and transportation goals to create
more mixed-use places and neighborhoods
connected by more travel choices
Implement the Centers Corridors and
Wedges Growth Framework, the 2030
Transit System Plan and Transportation
Action Plan
•
•
•
•
•
•
•
Implement land use and transportation
decisions that increase safety, livability,
transportation choices and enhance
economic growth
Seek all types of financial resources and
funding partnerships necessary to
implement transportation programs and
services
Refine the regulatory system
•
•
•
•
•
•
•
Continue to coordinate with partners to advance multimodal
transportation projects (i.e., streets, transit, bikeways, and sidewalks) in
the Charlotte area
In conjunction with CRTPO and other regional and local stakeholders,
begin to apply CONNECT’s regional growth framework to link
development patterns with transportation investments
Expand community engagement opportunities and techniques to increase
the community’s awareness and understanding of the City’s
transportation and land use goals, and adopted policies such as the
Centers Corridors & Wedges Growth Framework, the 2030 Transit System
Plan, and the Transportation Action Plan
Continue to implement the Centers Corridors and Wedges Growth
Framework, the 2030 Transit System Plan and Transportation Action Plan
Develop and implement area plans and other policies that help to guide
growth and development
Begin to update the City’s Zoning Ordinance to effectively implement the
City’s land use, design, and transportation policies
Continue to position Charlotte as a global freight and logistics hub by
implementing appropriate infrastructure projects
Implement the projects and programs identified in the Community
Investment plan to enhance livability, transportation choices and job
growth
Improve Charlotte’s walkability and bicycle-friendliness through various
initiatives, including Charlotte Walks and the 5-year update of the Bicycle
Plan
Monitor and seek to decrease intersection crash rates citywide
Improve citywide pavement conditions
Develop long-term funding strategy for transportation and community
place-making projects as part of 5-year update of TAP
Collaborate with legislative partners and stakeholders to consider new
revenue sources discussed in the Transit Funding Workgroup Report
Implement recommendations from the permitting and development
review report.
FY2016 & FY2017 Adopted Strategic Operating Plan
49
City Strategy and Operating Budgets
Economic Development & Global Competitiveness
FY2016 Strategic Focus Area Plan
“Charlotte will strengthen its position as a city of
prominence in the global marketplace by building upon its
competitive advantages.”
To achieve its vision, the City must leverage partnerships to seize new opportunities in a global marketplace.
The City’s economic development strategy will focus on:
•
Developing a global logistics center at Charlotte Douglas International Airport,
•
Enhancing relationships with our universities and education system to support and commercialize
research and technology,
•
Targeting industry growth in high-potential sectors, capitalizing on Charlotte’s unique profile,
•
Developing neighborhoods and business districts to create places attractive for people to live and
businesses to invest,
•
Encouraging business expansion by streamlining the regulatory environment, and
•
Preparing youth for employment success.
Initiatives
Key Indicators
•
Facilitate the growth of small businesses
and high growth entrepreneurs in our
community.
•
•
•
Promote the holistic development of
targeted business districts and
neighborhoods.
Work with universities and the education
system, local industry leaders, and other
economic development partners to drive
global competitiveness, job creation, and
job retention in the energy, finance,
information technology, logistics, and
advanced manufacturing sectors.
•
•
•
•
•
•
Introduce youth and young adults to
employment opportunities with potential
for long-term growth and development.
Grow Charlotte’s tourism industry through
amateur sports development and
programming.
•
•
•
•
•
Increase utilization of the City’s web portal
(CharlotteBusinessResources.com) to meet the needs of
emerging and growing small businesses
Source solutions to the City’s needs from local start-ups and
small businesses by using the Small Business Services program
and Code for America Charlotte Brigade
Increase contracting opportunities for small businesses and local
minority and women-owned firms through the Charlotte Business
INClusion Program
Participation in Community Collaborative(s) to advance
technology and promote digital inclusion to startup companies in
light of Google Fiber’s planned investment
Private investment stimulated in targeted areas of opportunity
and areas identified by the Community Investment Plan and the
Business Corridor Revitalization Plan. Examples include the
Applied Innovation Corridor, the Northwest Corridor, the Eastland
area, the West Boulevard area, and the Freedom Drive area.
Creation of a Global Logistics Center Strategy for the area
surrounding the airport
Increase leads for foreign direct investment through the
International Relations Office
Support of Charlotte’s emergence as the center of a two-state
energy hub by collaborating with partners, such as E4 Carolinas
and CLT Joules
Re-tooling of the Business Investment Grant program to better
align with business needs
Incorporate Smart City attributes as part of economic growth in
Charlotte
Increase number of work experiences and summer internships
through Mayor’s Youth Employment Program
Creation of an apprenticeship strategy
Continue to pursue a plan for the redevelopment of the
Bojangles/Ovens area
Identify solutions for needs associated with amateur sports, such
as swimming, tennis, baseball, rugby, lacrosse, and soccer
Maximize utilization of community-use days at Bank of America
Stadium and BB&T Ballpark
FY2016 & FY2017 Adopted Strategic Operating Plan
50
Reader’s Guide for Department Budget Pages
Operating Budgets: A Closer Look
The operating budgets for Departments provide the core content of this document. These begin after the “Operating
Budgets” tab and are outlined in the following order: General Fund Service Departments, Enterprise Service Departments,
General Fund Support Departments, and General Governance Departments. A sample page containing this information is
provided
below.
Department’s
mission statement
Department’s
responsibilities
listed provide
an overview of
what the
department
does.
This section includes
an overview of the
primary expense
categories and
calculates net
expenditures.
This section also
highlights total
staffing numbers
including full time
and temporary
positions.
This section
describes the
program areas of
each department,
explaining how
services are
provided, a threeyear review of
budgets and
positions, and the
City Council Focus
Area in which this
program falls.
Any significant
budgetary
decrease and
increase, and
position changes
will be outlined
here.
Select
performance
measures and
achievements
over three-years
are highlighted
in this section.
FY2016 & FY2017 Adopted Strategic Operating Plan
51
City Departments’ Budget Overview by Category
The following tables provide the departmental budget totals, organized into four categories: Service Departments, Enterprise
Fund Departments, Government Departments, and Support Departments.
Percent
Change
Budget
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
Service Departments
Police
$
Fire
214,517,582
222,236,394
227,035,628
227,036,354
2.2%
107,440,929
110,143,919
112,626,341
112,617,918
2.3
Solid Waste Services
46,226,801
52,282,210
52,431,227
52,786,183
0.3
Transportation
21,489,243
23,331,434
23,907,473
23,977,224
2.5
Neighborhood & Business
Services
11,165,263
12,218,420
12,213,190
12,243,193
0.0
Engineering & Property
Management
18,287,858
20,020,742
18,182,541
18,233,095
-9.2
Planning
5,250,621
5,643,972
5,696,730
5,685,469
Total Expenditures
$
424,378,297
445,877,091
452,093,130
452,579,436
1.4%
0.9
Less Total Revenues
$
48,228,932
57,295,485
53,019,068
53,142,378
-7.5%
Net Expenditures
$
376,149,365
388,581,606
399,074,062
399,437,058
2.7%
$
112,194,560
129,991,071
144,737,684
152,294,918
11.3%
Charlotte Area Transit System
108,646,858
114,206,941
119,041,001
126,037,003
4.2
Charlotte Water
103,163,316
120,022,894
122,807,122
124,569,287
2.3
12,136,932
13,056,324
13,822,606
13,500,146
5.9
3,020,981
3,318,959
3,351,677
3,454,696
1.0
$
339,162,647
380,596,189
403,760,090
419,856,050
6.1%
$
1,713,976
1,516,663
1,488,752
1,489,796
-1.8%
2,459,896
2,458,427
2,482,082
2,463,600
1.0
513,278
550,174
560,171
560,051
1.8
13,078,499
14,582,316
13,862,797
13,857,600
-4.9
Enterprise Departments
Aviation
Storm Water Services
Risk Management
Total Expenditures
Governance Departments
Mayor & City Council
Attorney
Clerk
City Manager's Office:
Total Expenditures
$
17,765,649
19,107,580
18,393,802
18,371,047
-3.7%
Less Total Revenues
$
2,556,970
2,496,690
2,369,034
2,369,034
-5.1%
Net Expenditures
$
15,208,679
16,610,890
16,024,768
16,002,013
-3.5%
0.2%
Support Departments
Human Resources
3,946,980
4,221,143
4,227,630
4,221,407
Innovation & Technology
$
21,198,392
22,711,859
24,576,112
24,935,277
8.2
Management & Financial Services
18,595,626
22,175,949
19,615,696
19,605,359
-11.5
Total Expenditures
$
43,740,998
49,108,951
48,419,438
48,762,043
-1.4%
Less Total Revenues
$
12,491,417
22,682,781
16,759,827
16,039,089
-26.1%
Net Expenditures
$
31,249,581
26,426,170
31,659,611
32,722,954
19.8%
FY2016 & FY2017 Adopted Strategic Operating Plan
52
General Fund Service Departments Overview
The following section represents General Fund (supported by general City tax revenues) service departments.
These Departments provide direct services to the citizens of Charlotte. Spanning all five Council Focus Areas, the
General Fund Service Departments provide high quality, essential services.
Responsibilities
 Make Charlotte one of the safest large cities in America by engaging the community in effective partnerships that
address public safety and quality of life
 Provide residential curbside collection service citywide for garbage, yard waste, bulky waste, and recycling
 Provide a safe and efficient multi-modal transportation system that supports economic vitality and sustains the
community’s quality of life
 Provide services to sustain prosperity, retain jobs, increase the tax base, implement energy saving projects, and
maintain and improve the quality of life in Charlotte's neighborhoods
 Design, construct, maintain, and sustain public facilities, infrastructure, and grounds
Budget and Staffing Overview
Percent
Change
FY2015
FY2016
FY2014
Actual
FY2015
Revised
FY2016
Budget
FY2017
Budget
214,517,582
222,236,394
227,035,628
227,036,354
2.2%
107,440,929
110,143,919
112,626,341
112,617,918
2.3
Solid Waste Services
46,226,801
52,282,210
52,431,227
52,786,183
0.3
Transportation
21,489,243
23,331,434
23,907,473
23,977,224
2.5
Neighborhood & Business
Services
11,165,263
12,218,420
12,213,190
12,243,193
0.0
Engineering & Property
Management
18,287,858
20,020,742
18,182,541
18,233,095
-9.2
0.9
Budget
Police
$
Fire
Planning
5,250,621
5,643,972
5,696,730
5,685,469
Total Expenditures
$
424,378,297
445,877,091
452,093,130
452,579,436
1.4%
Less Total Revenues
$
48,228,932
57,295,485
53,019,068
53,142,378
-7.5%
Net Expenditures
$
376,149,365
388,581,606
399,074,062
399,437,058
2.7%
Position
Count
Change
Staffing (General Fund Service Departments)
Full Time Equivalents
Temporary
Total Positions
4,729.00
4,744.00
4,703.25
4,712.25
-40.75
99.00
75.00
51.50
51.50
-23.50
4,828.00
4,819.00
4,754.75
4,763.75
-64.25
FY2016 & FY2017 Adopted Strategic Operating Plan
53
General Fund Service Department
Police
Mission
The Charlotte-Mecklenburg Police Department builds problem-solving partnerships with our citizens to prevent
the next crime and enhance the quality of life throughout the community, always treating people with fairness
and respect.
Responsibilities
 Reduce crime at the neighborhood level
 Develop enforcement and prevention strategies to target the crimes and offenders creating the most harm in
each of the 39 response areas of the City
 Make Charlotte one of the safest large cities in America by engaging the community in effective partnerships
that address crime and quality of life
Budget and Staffing Overview
Budget
Personnel
$
Operating
Capital
Department Charges
Percent
Change
FY2015
FY2016
FY2014
Actual
FY2015
Revised
FY2016
Budget
FY2017
Budget
188,663,872
191,591,780
195,963,161
196,447,301
32,237,278
36,652,482
37,266,094
37,686,107
1.7
155,175
0
10,000
10,000
100.0
(6,538,743)
(6,007,868)
(6,203,627)
(7,107,054)
3.3
214,517,582
222,236,394
227,035,628
227,036,354
2.2%
2.3%
Total Expenditures
$
Total Revenues
$
20,904,006
22,613,752
23,146,077
23,146,077
2.4%
Net Expenditures
$
193,613,576
199,622,642
203,889,551
203,890,277
2.1%
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
2,313.50
2,307.50
2,308.50
2,317.50
1.00
65.50
50.50
50.50
50.50
0
2,379.00
2,358.00
2,359.00
2,368.00
1.00
FY2016 & FY2017 Adopted Strategic Operating Plan
54
General Fund Service Department
Police
Program Summary (Focus Area)
Community Policing/Crime Prevention
(Community Safety)
Provides police field services to the City and the
unincorporated areas of Mecklenburg County. Includes
Patrol Divisions, Burglary, Auto Theft, Special Events,
and the Charlotte Area Transit Liaison
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
145,871,956
151,120,748
154,434,877
154,384,721
1,557.50
1,558.50
1,555.50
1,555.50
Patrol Support Services (Community Safety)
Investigates vice, gathers criminal intelligence
information, and investigates gangs. Includes Vice and
Narcotics, Gang and Firearm Enforcement Division,
Airport Law Enforcement, Animal Care and Control, and
Criminal Intelligence
17,161,407
246.50
17,778,910
224.50
18,150,188
236.50
18,162,908
245.50
Criminal Investigations (Community Safety)
Investigates major Part One crimes, domestic violence
cases, and crimes with a juvenile victim and/or suspect.
Includes Homicide/Missing Persons, Robbery/Sexual
Assault, Fraud, and Special Victims
15,016,231
15,556,548
15,881,414
15,892,545
160.00
160.00
160.00
160.00
Special Operations (Community Safety)
Provides tactical support for patrol operations. Includes
Crime Scene Search, Canine Unit, Aviation/Field Force,
Electronic Monitoring Unit, SWAT Team, and
Arson/Bomb Squad
7,079,080
60.00
7,333,801
60.00
7,486,952
60.00
7,492,200
60.00
Police Communications (Community Safety)
Answers and dispatches 911 calls for service in the City
of Charlotte, Davidson, Huntersville, and unincorporated
Mecklenburg County
13,085,573
193.00
13,556,420
193.00
13,839,518
193.00
13,849,218
193.00
3,003,246
28.00
3,111,310
28.00
3,176,283
22.00
3,178,509
22.00
4,719,387
44.00
4,889,201
44.00
4,991,302
43.00
4,994,800
43.00
8,580,703
90.00
8,889,456
90.00
9,075,094
89.00
9,081,453
89.00
214,517,582
222,236,394
227,035,628
227,036,354
2,379.00
2,358.00
2,359.00
2,368.00
$
Community Services (Community Safety)
Provides a variety of services that promote positive
police-citizen interaction
Police Officer Training/Recruiting
(Community Safety)
Conducts recruitment, background investigations, and
hiring of police officers; provides recruit and in-service
training to sworn and non-sworn personnel
Crime Lab (Community Safety)
Administers, directs, and controls all activities of the
forensic services for the City and County including
forensic analysis, DNA analysis, latent print analysis,
and quality assurance
Total Budget
$
Total Positions
FY2016 & FY2017 Adopted Strategic Operating Plan
55
General Fund Service Department
Police
FY2016 Budget and Staffing Adjustments
Amount
Decreases
 Motor fuel and lubricants for patrol and staff vehicles
 Maintenance and repair of buildings paid to outside vendors




$
$
1,346,508
306,084
Maintenance and repair of vehicles paid to outside vendors
$
241,091
Uniforms and accompanying accessories such as shoes, jackets, gloves, and hats.
$
100,000
Maintenance and repair of facilities and buildings performed by outside vendors
$
100,000
Approved travel for training, conferences, seminars and meetings
$
80,000
$
2,000,000
$
924,192
Increases
 Full funding of Police separation allowance retirement expenses

Addition of 12 sworn officers at Charlotte Douglas International Airport (cost to general fund
reimbursed by Aviation)
Performance Measures Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Field Services/Community Policing/Patrol/Crime Prevention
Reduction in Uniform Crime Report Part One crime per 100,000
population over previous fiscal year
5.1%
(reduction)
3.4%
(increase)
≥3%
(reduction)
Special Investigations
Disruption of gang/disorder activity through federal charges by
increasing the number of guns seized
2%
15.5 %
≥5%
Criminal Investigations
Increase homicide clearance rate
Special Operations and Crime Lab
Complete DNA lab analysis for priority cases in 10 working days
Communications
Percentage of 911 calls answered in 10 seconds or less
78%
78%
≥75%
98%
96.8%
≥90%
89.8%
92.7%
≥90%
58.1%
59.9%
≥40%
8.06%
10.8%
≥15%
Police Officer Training and Recruitment
Percentage of females and minorities in applicant pool
Animal Control
Reduction in euthanasia rates of cats and dogs
FY2016 & FY2017 Adopted Strategic Operating Plan
56
General Fund Service Department
Fire
Mission
Fire preserves life and property through rapid emergency response, code enforcement, education, and
planning.
Responsibilities
 Respond to calls for emergency services
 Ensure emergency preparedness
 Provide public outreach and education to prevent fires and other emergencies
 Investigate the origin and cause of fires
Budget and Staffing Overview
FY2014
Actual
Budget
Personnel
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
Percent
Change
FY2015
FY2016
94,821,939
97,482,684
99,263,913
99,255,356
1.83 %
12,976,282
13,058,057
13,790,046
13,790,180
5.61
Department Charges
(357,292)
(396,822)
(427,618)
(427,618)
7.76
Total Expenditures
$ 107,440,929
110,143,919
112,626,341
112,617,918
2.25 %
Total Revenues
$
7,651,263
8,070,980
9,066,194
9,066,194
12.33 %
Net Expenditures
$
99,789,666
102,072,939
103,560,147
103,551,724
1.46 %
Operating
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
1,166.00
1,172.00
1,166.00
1,166.00
-6.00
11.00
8.00
1.00
1.00
-7.00
1,177.00
1,180.00
1,167.00
1,167.00
-13.00
FY2016 & FY2017 Adopted Strategic Operating Plan
57
General Fund Service Department
Fire
Program Summary (Focus Area)
Fire Emergency Response (Community
$
Safety)
Provides fire suppression, first responder medical
service, hazardous materials mitigation, technical
rescue, aircraft crash rescue, and the annual
Firemen's Retirement Actuarial Study
FY2014
Actual/
Positions
FY2015
Revised/
Positions
FY2016
Budget/
Positions
FY2017
Budget/
Positions
97,985,772
100,227,404
102,486,328
102,346,476
1,070.00
1,073.00
1,061.00
1,061.00
741,939
745,151
761,945
631,314
5.00
5.00
4.00
4.00
3,017,751
39.00
3,098,921
39.00
3,168,764
39.00
3,309,308
39.00
924,953
10.50
983,691
10.50
1,005,861
10.50
1,011,614
10.50
2,731,240
36.00
2,845,739
36.00
2,909,876
36.00
2,957,851
36.00
396,409
421,582
431,084
433,549
4.50
4.50
4.50
4.50
1,642,865
12.00
1,821,432
12.00
1,862,483
12.00
1,927,806
12.00
Emergency Preparedness/Homeland
Security (Community Safety)
Coordinates large-scale emergency situations in
Charlotte and Mecklenburg County
Fire Communications (Community Safety)
Provides 24-hour emergency communications
responsible for matching the public’s requests
with the resources of the Fire Department
Fire Investigations (Community Safety)
Provides for investigation into origin and cause of
fires under special conditions including large loss,
injury or death, and arson
Fire Code Enforcement (Community Safety)
Provides enforcement of the fire code for
buildings under construction and for existing
commercial and business buildings
Fire Community Education/Involvement
(Community Safety)
Provides prevention education as a key
component of reducing fires and injuries to the
citizens of Charlotte through an aggressive and
comprehensive fire and life safety educational
program
Fire Training (Community Safety)
Provides training to more than 1,000 firefighters
who rely on their preparedness to deal with any
type of emergency in the community
Total Budget
Total Positions
$ 107,440,929 110,143,919 112,626,341 112,617,918
1,177.00
1,180.00
1,167.00
1,167.00
FY2016 Fee Changes
 Plans Review and Fire Permit Fees increased an average of 8% in order to achieve 100% cost recovery
 Established new State Mandated Inspections Fee based on square footage or type of structure
 Created Hazardous Location Close Out Fee and set it to $135

Collaborated with other City departments to restructure rezoning fees; this restructuring resulted in a
reduction in Fire's rezoning fees of 44% for major petitions and 72% for minor petitions
FY2016 & FY2017 Adopted Strategic Operating Plan
58
General Fund Service Department
Fire
FY2016 Budget and Staffing Adjustments
Decreases


Amount
Eliminated Emergency Management Battalion Chief as a part of the larger position reduction
$
exercise in the General Fund
Eliminated vacant Public Service Coordinator as a part of the larger position reduction
$
exercise in the General Fund
Increases
 None
127,126
83,785
$
Performance Measure Highlights
0
Performance Achievement
FY2014
Actual
FY2015
Actual
FY2016
Target
Percent of first alarms to which an effective firefighting force will be
on scene within nine minutes
84%
85%
≥80%
Percent of alarms to which first-due fire companies will be on scene
within six minutes
85%
85%
≥80%
Percent of women and minorities in firefighter applicant pool
39%
35%
≥20%
7
7
≥5
99.4%
99.5%
≥90%
56%
41%
≥40%
100%
100%
≥95%
100%
100%
100%
98%
98%
≥95%
Fire Emergency Response
Emergency Preparedness/Homeland Security
Number of All Hazards Incident Command System Training courses
offered in Charlotte Urban Area Security Initiative Area
Fire Communications
Percent of time telecommunicators answer calls within 10 seconds
Fire Investigations
Percent of arson cases investigations will be cleared
Fire Code Enforcement
Percent of fire code inspections conducted within state-mandated
frequencies
Fire Community Education/Involvement
Percent of Charlotte-Mecklenburg School 3rd grade classrooms that
receive fire education programs
Firefighter Training
Number of firefighters who participate in annual fitness evaluations
FY2016 & FY2017 Adopted Strategic Operating Plan
59
General Fund Service Department
Solid Waste Services
Mission
Solid Waste Services partners with the community to deliver competitive and quality solid waste services
that promote an attractive and healthy environment.
Responsibilities
 Weekly curbside collection service citywide for garbage, yard waste, and bulky waste
 Bi-weekly curbside collection of recyclables
 Weekly collection of garbage, recycling, and bulky waste for multi-family complexes
 Collection of small business garbage, refuse, and recycling from public receptacles
 Sweep and remove litter and dead animals from City streets and rights-of-way
 Participate in neighborhood clean-ups and other specialized cleaning programs, including continual
maintenance of the Central Business District and support of special events
Budget and Staffing Overview
Budget
Personnel
Operating
Department Charges
$
FY2014
Actual
FY2015
Revised
FY2016
Budget
FY2017
Budget
16,495,030
19,177,892
18,509,719
18,864,852
30,137,625
33,601,445
34,430,865
34,430,728
(405,854)
(497,127)
Total Expenditures
$ 46,226,801
52,282,210
Total Revenues
$ 12,362,788
12,485,000
Net Expenditures
$ 33,864,013
39,797,210
(509,357)
52,431,227
(509,397)
Temporary
Total Positions
-3.48 %
2.47
2.46
52,786,183
0.29%
4,161,206
4,161,206
-66.67%
48,270,021
48,624,977
21.29%
Position
Count
Change
Staffing
Full Time Equivalents
Percent
Change
FY2015
FY2016
289.00
302.00
302.00
302.00
0.00
13.00
7.00
0.00
0.00
-7.00
302.00
309.00
302.00
302.00
-7.00
FY2016 & FY2017 Adopted Strategic Operating Plan
60
General Fund Service Department
Solid Waste Services
FY2014
Actual/
Positions
Program Summary (Focus
Area)
Residential Collections (Environment)
$
Provides weekly curbside collection of garbage,
yard waste, bulky waste, and bi-weekly
collection of recycling. Weekly collection of
garbage, recycling, and bulky waste for multifamily complexes using dumpsters and
compactors.
Special Collections and Services
(Environment)
Collects small business garbage and refuse,
and recyclables from public receptacles.
Provides street sweeping, litter picking, and
dead animal removal from City streets and
rights-of-way. Manages the infrastructure and
cleanliness of the Central Business District and
supports special events. Maintains bus stops
and rail corridors for the Charlotte Area Transit
System. Supports neighborhood cleanup
efforts.
Total Budget
Total Positions
FY2015
Revised/
Positions
FY2016
Budget/
Positions
FY2017
Budget/
Positions
40,221,619
45,954,452
46,023,701
46,335,262
218.00
225.00
217.00
217.00
6,005,182
6,327,758
6,407,526
6,450,921
84.00
84.00
85.00
85.00
$ 46,226,801 52,282,210 52,431,227
52,786,183
302.00
309.00
302.00
302.00
FY2016 Fee Changes

Set single family and multi-family Solid Waste Fee (formerly the Solid Waste Disposal Fee) to $25
annually

Established new Small Business Garbage Fee and set it to $250 annually
FY2016 Budget and Staffing Adjustments
Decreases
 Eliminated vacant contract monitor position as part of larger position reduction in General $
Fund
Increases



Annual Contract Escalations and Growth for residential recycling, multi-family solid waste $
collection, and roll-out cart maintenance and replacement
$
Added CATS funded FTE and operating budget to maintain the CityLynx Goldline
$
Increased Maintenance & Repair costs due to aging fleet
FY2016 & FY2017 Adopted Strategic Operating Plan
61
Amount
56,182
2,200,000
105,000
1,361,020
General Fund Service Department
Solid Waste Services
Performance Measures Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Residential Collections
Maintain cost per ton for refuse collection below the statewide
average as reported in the University of North Carolina School of
Government's North Carolina Benchmarking Project
$86.00
$88.00
TBD.
*
Previous
Target was
≤$101
Maintain cost per ton for the collection of recyclables below the
statewide average as reported in the University of North Carolina
School of Government's North Carolina Benchmarking Project
103.00
101.00
TBD.
*
Previous
Target was
≤$201
Maintain an average garbage cart collection rate of 125 carts per
hour for residential garbage routes.
134.00
129.20
>125
1.90
1.83
≤2.00
87.70
80.10
>83.90
Special Collections & Services
Achieve Keep America Beautiful litter index rating of 2.0 or less
(scale: 1.0-4.0; 1.0 is best)
Collect recyclable waste during City-supported special events and
from public receptacles in the Center City and South End in excess
of the prior 2-year average of tons collected.
* These targets are updated annually based on the results of the University of North Carolina School of
Government's North Carolina Benchmarking Project. Data and targets lag by one fiscal year.
FY2016 & FY2017 Adopted Strategic Operating Plan
62
General Fund Service Department
Transportation
Mission
Transportation connects Charlotte and enhances the driving, bicycling, and walking experience through
planning, operating, and maintaining the City's transportation choices.
Responsibilities
 Provide a safe and efficient multi-modal transportation system that supports economic vitality and sustains
the community’s quality of life
 Street maintenance, traffic control, transportation planning, community improvement, land development
regulations and right-of-way management, transportation safety, neighborhood services, and on-street
parking meter management
 Maintain, operate, and develop a multi-modal transportation system that serves an area of 303 square miles
and consists of nearly 2,450 centerline miles of streets, over 740 signalized intersections, 175,000 traffic
control signs, and approximately 2,015 linear miles of sidewalk
Budget and Staffing Overview
Budget
Personnel
$
Operating
Capital
Department Charges
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
26,017,517
Revised
27,781,547
Budget
28,668,206
Budget
28,553,653
FY2016
3.19 %
10,678,133
10,568,401
10,577,221
10,761,284
0.08
5,761
0
0
0
0.00
(15,212,168)
(15,018,514)
(15,337,954)
(15,337,713)
2.13
23,977,224
Total Expenditures
$
21,489,243
23,331,434
23,907,473
Total Revenues
$
5,792,642
5,779,843
7,354,128
Net Expenditures
$
15,696,601
17,551,591
16,553,345
Staffing
Full Time Equivalents
Temporary
Total Positions
2.47 %
7,354,128 27.24 %
16,623,096
-5.69 %
Position
Count
Change
431.50
431.50
408.75
408.75
-22.75
2.00
2.00
0.00
0.00
-2.00
433.50
433.50
408.75
408.75
-24.75
FY2016 & FY2017 Adopted Strategic Operating Plan
63
General Fund Service Department
Transportation
Program Summary (Focus Area)
Street Maintenance (Transportation &
Planning)
Provides road maintenance services,
including pothole and base failure repairs,
patching utility cuts, and drainage system
maintenance
Traffic Control
(Transportation & Planning)
Provides new and replacement pavement
markings and signs. Also includes traffic
signal installation and maintenance
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
6,958,330
7,591,541
7,708,688
7,810,213
251.50
250.75
231.00
231.00
6,582,025
7,427,874
7,665,626
7,709,161
109.50
109.75
109.75
109.75
Transportation Safety & Neighborhood
Services (Transportation & Planning)
Provides ParkIt! (parking meter) operations,
Pedestrian and Traffic Safety (includes
capital improvements for safe movement of
pedestrians-signals, marked pavement, and
other improvements), and traffic calming
measures
3,249,260
3,304,483
3,426,551
3,485,157
15.25
15.50
15.50
15.50
Land Development Regulations
(Transportation & Planning)
Reviews development plans for conformance
with City ordinances
Capital Program Planning &
Management (Transportation &
Planning)
Provides planning and management for the
capital programs, including air quality
conformity, regional planning, rapid transit,
neighborhoods, and thoroughfares
2,696,565
2,777,625
2,932,851
2,793,921
21.25
21.50
20.50
20.50
2,003,063
2,229,911
2,173,757
2,178,772
36.00
36.00
32.00
32.00
21,489,243
23,331,434
23,907,473
23,977,224
433.50
433.50
408.75
408.75
Total Budget
$
FY2014
$
Total Positions
Powell Bill Fund
$
Transportation is responsible for the street
maintenance program that is primarily
funded by the Powell Bill. More information
regarding the Powell Bill can be found in the
Executive Summary and in the Summary
Schedule section.
Powell Bill Fund Total
$
FY2014
FY2015
FY2016
FY2017
Actual
24,927,733
Revised
24,805,005
Budget
25,874,428
Budget
25,783,751
24,927,733
24,805,005
25,874,428
25,783,751
FY2016 & FY2017 Adopted Strategic Operating Plan
64
General Fund Service Department
Transportation
FY2016 Budget and Staffing Adjustments
Decreases
 Miscellaneous contractual services to outside vendors
Amount
 Elimination of 22 frozen positions
 Reduction of one vacant Equipment Operator and two street crew members
 Reduction in traffic analysis and studies
 Reduction of one vacant Office Assistant position
 Reduction of one vacant Traffic Counter position
 Reduction in cell service and mobile technology
 Reduction in temporary positions
Increases
 Maintenance and repair of city maintained vehicles
Performance Measure Highlights
$
351,000
$
148,412
$
135,895
$
55,000
$
47,600
$
44,715
$
$
23,125
$
374,292
15,000
Performance Achievement
FY2014
Actual
FY2015
Actual
FY2016
Target
Street Maintenance
Respond to pothole complaints involving safety and property
damage within 24 hours 97% of the time
Improve the pavement condition survey rating over 90
100.0 %
100.0 %
83.6
82.3
≥97 %
≥ 90
Traffic Control
Perform preventative maintenance on 100% of traffic signals
every two years
100.0 %
100.0 %
100.0 %
Respond to all sign and signal emergencies within two hours
100% of the time
99.6 %
97.0 %
100.0 %
Complete 10 miles of new sidewalks annually
16.4
19.3
≥10
Complete 10 miles of new bikeways annually
11.6
10.2
≥10
95.0 %
96.1 %
≥95 %
83.0 %
73.0 %
≥90 %
Transportation Safety & Neighborhood Services
Land Development Regulations
Complete 95% of plan reviews on time annually
Capital Program Planning and Management
90% of transportation bond projects complete or on schedule
Percentage change in annual hours of delay per traveler in
Charlotte will be less than the five-year average percent
change for the top 25 cities in the nation
25th most
congested
24th most
congested
FY2016 & FY2017 Adopted Strategic Operating Plan
65
<Top 25
General Fund Service Department
Neighborhood & Business Services
Mission
Neighborhood & Business Services strengthens and grows Charlotte's neighborhoods and businesses.
Responsibilities
 Provide services to sustain prosperity, retain jobs, increase the tax base, implement energy saving projects,
and maintain and improve the quality of life in Charlotte's neighborhoods
 Provide loans and grants to finance affordable housing projects and housing support agencies
 Support public/private partnerships, business attraction and retention, small business growth and
opportunity, workforce development, and transit corridor development
 Provide support for service area teams in neighborhoods and business corridors
 Conduct housing, property, and zoning inspections to communicate and enforce City codes
 Provide leadership to internal City departments, citizens, and businesses to reduce energy usage
Budget and Staffing Overview
Budget
Personnel
Operating
Department Charges
Total Expenditures
Total Revenues
Net Expenditures
Staffing
Full Time Equivalents
Temporary
Total Positions
$
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
Revised
Budget
Budget
FY2016
9,869,587
10,676,055
10,794,572
10,813,877
3,123,231
3,754,482
3,636,663
3,647,361
1.11%
-3.14
(1,827,555)
(2,212,117)
(2,218,045)
(2,218,045)
0.27
$
11,165,263
12,218,420
12,213,190
12,243,193
-0.04%
$
845,424
865,000
873,600
873,600
0.99%
$
10,319,839
11,353,420
11,339,590
11,369,593
-0.12%
Position
Count
Change
144.00
145.00
137.00
137.00
-8.00
1.00
1.00
0.00
0.00
-1.00
145.00
146.00
137.00
137.00
-9.00
FY2016 & FY2017 Adopted Strategic Operating Plan
66
General Fund Service Department
Neighborhood & Business Services
FY2014
Actual/
Positions
Program Summary (Focus Area)
Community & Commerce
$
(Housing & Neighborhood Development)
Provides services to neighborhoods and
business corridors, including plan
implementation, outreach and problem solving,
leadership and organization training,
infrastructure and financial assistance programs
Business Services
(Economic Development & Global
Competitiveness)
Supports public/private partnerships, business
attraction and retention, small business growth
and opportunity, workforce development, and
transit corridor development
Total Budget
$
FY2016
Budget/
Positions
FY2017
Budget/
Positions
1,779,645
1,947,510
1,954,319
1,957,216
17.00
17.00
16.00
16.00
611,229
668,882
669,071
672,148
20.00
20.00
20.00
20.00
7,225,303
7,906,826
7,889,832
7,910,350
94.00
95.00
87.00
87.00
1,549,086
1,695,202
1,699,968
1,703,479
14.00
14.00
14.00
14.00
Housing Services
(Housing & Neighborhood Development)
Provides loans and grants to finance affordable
housing, rehabilitation services, and funds
housing support agencies
Code Enforcement
(Housing & Neighborhood Development)
Conducts housing, property, and zoning
inspections to enforce City codes
FY2015
Revised/
Positions
11,165,263 12,218,420 12,213,190 12,243,193
Total Positions
145.00
146.00
FY2016 & FY2017 Adopted Strategic Operating Plan
67
137.00
137.00
General Fund Service Department
Neighborhood & Business Services
FY2016 & FY2017 Budget and Staffing Adjustments
Decreases
 Expenses are reduced in FY2016 across several operating categories,
$
Amount
98,285
$
58,736
$
63,752
$
68,820
including cellular telephones, fuel, travel, training, and meetings, and
employee reimbursable education expenses.

One vacant Code Process Specialist is eliminated in the Zoning Division.
There will be an increase in response time to customers' inquiries and
customers' waiting times when obtaining permits. Workload for the remaining
Code Process Specialists will be increased.

One vacant Code Enforcement Specialist is eliminated in the Code
Enforcement Division. Elimination reduces Code Enforcement's ability to be
proactive in identifying violations. Also, the amount of time to respond to
complaints will increase from 3 to 5 days.

One vacant Community and Commerce Specialist is eliminated in the
Community and Commerce Division. There will be a reduction in services
provided in community partnerships such as Arts & Science Council
Neighborhood Art and Little Free Libraries. As a result, the City will not
participate in these community partnerships.

Five vacant and unfunded positions were eliminated in the Neighborhood &
$
0
$
0
Business Services Department: 1 N&BS Area Supervisor, 2 Code Enforcement
Inspectors, and 2 Small Business Program Managers. There is no impact on
the FY2016 Budget from eliminating these positions.
Increases
 None
FY2016 & FY2017 Adopted Strategic Operating Plan
68
General Fund Service Department
Neighborhood & Business Services
Performance Measure Highlights
Performance Achievement
FY2014
Actual
Economic Development
Achieve a leverage ratio within the business corridors
of 1:10 for business corridor funds to strengthen
opportunities for public and private partnerships to
encourage the integration of education, recreation,
employment and housing resources in identified
redevelopment areas
FY2015
Actual
FY2016
Target
1:10
1:10
1:10
New Target in
FY2014
7 developers
submitted
inquiries
regarding the
new voluntary
single and multifamily density
bonus programs
Seek 5 developer
inquiries for new
voluntary single
and multi-family
density bonus
programs
7% reduction in
nuisance
complaints (1,907
fewer complaints
compared to
previous fiscal
year)
16% reduction in
nuisance
complaints
(2,530 fewer
complaints
compared to
previous fiscal
year)
Reduce the
number of
nuisance
complaints to
45% of the total
nuisance cases
compared to
previous fiscal
year
Housing Services
Increase number of developer inquiries and approvals
for the new voluntary single and multi-family density
bonus programs
Code Enforcement
Create healthy and vibrant neighborhoods and
business districts by ensuring that properties meet
community and code standards through education
FY2016 & FY2017 Adopted Strategic Operating Plan
69
General Fund Service Department
Engineering & Property Management
Mission
Engineering & Property Management is building value for Charlotte by promoting a vibrant, sustainable, and
balanced urban environment. Experienced and engaged employees are the essential ingredients of a strong
organization that responds quickly, flexibly, and creatively to address community needs.
Responsibilities
 Design, construction, maintenance, and sustainability of public facilities and grounds
 Design and construction of City capital infrastructure projects
 Review services for private land development
 Acquisition of real estate
 City's tree canopy, landscaping, and environmental protection
Budget and Staffing Overview
Percent
Change
Budget
Personnel
$
Operating
Capital
Department Charges
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
24,720,074
26,413,562
27,567,233
27,612,787
4.4%
12,168,798
13,103,063
11,070,827
11,075,827
-15.5
283,749
276,500
276,500
276,500
0.0
(18,884,763)
(19,772,383)
(20,732,019)
(20,732,019)
4.9
18,287,858
20,020,742
18,182,541
18,233,095
Total Expenditures
$
Total Revenues
$
6,877,614
6,966,035
7,440,854
7,440,854
6.8%
Net Expenditures
$
11,410,244
13,054,707
10,741,687
10,792,241
-17.7%
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
-9.2%
322.00
322.00
325.00
325.00
3.00
4.50
4.50
0.00
0.00
-4.50
326.50
326.50
325.00
325.00
-1.50
FY2016 & FY2017 Adopted Strategic Operating Plan
70
General Fund Service Department
Engineering & Property Management
FY2014
Actual/
Positions
Program Summary (Focus
Area)
Municipal Capital Project Planning,
$
Design, and Construction
(Transportation & Planning)
Provides planning, engineering, landscape
design, construction inspection for
transportation infrastructure and municipal
facility capital projects; administration,
design, implementation, and oversight of
neighborhood development, environment,
transportation, sidewalk, streetscapes,
economic development programs, and project
management services for Charlotte Area
Transportation System (CATS). Provides land
acquisition and disposition, and management
of property
Land Development Regulation, Plan
Review, and Inspection (Environment)
Provides administrative review, building
permits, storm water detention, driveway
permits, grading and erosion control permits,
minor plans, conditional re-zoning,
subdivision plans, tree ordinance and
landscaping permits, and uptown mixed use
development/mixed use development district
Municipal Facilities Maintenance
(Environment)
Provides maintenance for CharlotteMecklenburg Government Center, Old City
Hall, and other facilities
Landscape Management (Environment)
Provides landscape planning, management,
and grounds maintenance of most public
rights-of-way, public buildings, City-owned
parks and green spaces, medians, islands,
and park and ride lots, which are the City's
responsibility. Examples of some public
facilities include Tryon Street Mall, CATS
facilities and rail line, cultural arts facilities,
and Police facilities
Total Budget
Total Positions
FY2015
Revised/
Positions
FY2016
Budget/
Positions
FY2017
Budget/
Positions
6,225,742
7,105,883
7,202,565
7,346,538
185.50
184.50
186.00
186.00
2,844,330
3,324,809
3,442,561
3,478,923
34.00
33.00
31.00
31.00
3,149,067
3,631,223
1,567,323
1,442,960
51.00
51.00
51.00
51.00
6,068,719
5,958,827
5,970,092
5,964,674
56.00
58.00
57.00
57.00
20,020,742 18,182,541
18,233,095
$ 18,287,858
326.50
326.50
FY2016 & FY2017 Adopted Strategic Operating Plan
71
325.00
325.00
General Fund Service Department
Engineering & Property Management
FY2016 Budget and Staffing Adjustments
Amount
Decreases
 Expenses are reduced in FY2016 across several operating categories, including
$
maintenance & repair, utilities, technology, office supplies, postage, and temporary help
fees.
$
 Three vacant Administrative positions are eliminated in Engineering & Property
Management's Main Engineering Division. Eliminating these three positions represents a
50% reduction in administrative support staff within the Division. Workload for the
remaining administrative support positions will be increased to perform duties associated
with Charlotte Business INClusion (CBI).
$
 Contractual work for mowing in street rights-of-way is reduced by eliminating some
locations from City right-of-way and median mowing contracts and performing work with
in-house staff and equipment, and by reducing mowing frequency from biweekly to
monthly.
$
 Two vacant and unfunded positions are eliminated in Engineering & Property
Management's Land Development Division. There is no impact on the FY2016 Budget from
eliminating these positions.
Increases
 Six additional positions are added to Engineering & Property Management's Main
$
 Two additional positions are added to Engineering & Property Management's Land
$
Engineering Division due to the passage of the November 2014 Bond Referendum. Work is
now beginning on $110.9 million in new infrastructure projects, requiring much greater
project management activities. A key element of the increased project management work
is the emphasis on increased community and citizen engagement. This requires greater
time commitment, with project management staff putting more effort into meeting more
frequently with more groups of people in various communities around the City. Total cost
for the six positions is $641,563, with 100% of the cost charged to projects in the General
Community Investment Plan. No impact on the FY2016 General Fund Budget.
Development Division due to the increased demand for land development permits, which
has grown by 53% since FY2012. 100% of the cost for the two positions is covered by
increased revenue in the General Fund from Land Development Fees.
FY2016 & FY2017 Adopted Strategic Operating Plan
72
303,288
170,052
104,567
0
0
150,511
General Fund Service Department
Engineering & Property Management
Performance Measure Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Municipal Capital Project Planning, Design, &
Construction
Manage capital projects so that at least 85% are completed
on schedule
75%
74%
≥85%
Began
Construction
by 3-15-13
Began
Passenger
Service on
7-14-15
Complete
Advance CityLYNX Gold Line Phase 2 Project Design to 90%
(New in FY2016)
New target in
FY2016
New target in
FY2016
June 30, 2016
Complete Phase 1 Renovations of Time Warner Cable Arena
(New in FY2016)
New target in
FY2016
New target in
FY2016
Oct 31, 2015
Begin CityLYNX Gold Line Phase I passenger service by
March 31, 2015
Land Development Regulation, Plan Review, &
Inspection
Complete all Land Development permitting submissions
with an average of less than 2.5 reviews
1.97
1.90
<2.5 Reviews
65.0
64.3
Overall EUI
<68
Municipal Facilities Maintenance
Maintain energy use practices so that City facilities compare
favorably with available Energy Use Index (EUI) benchmark
information in the South Atlantic Region
Landscape Management
Maintain a significant and healthy tree canopy:
Achieve Arbor Foundation's "Tree City USA" status
June 2014
June 2015
June 2016
Continue as the leader in developing the public/private
partnership with TreesCharlotte, to include Neighborhoods,
Neighborhood & Business Services, Charlotte Housing
Authority, Charlotte Mecklenburg Schools, and Mecklenburg
County Parks and Recreation.
June 2014
June 2015
June 2016
FY2016 & FY2017 Adopted Strategic Operating Plan
73
General Fund Service Department
Planning
Mission
The Planning Department provides integrated planning services that promote sustainable growth to improve our
community's quality of life.
Responsibilities
● Coordinate the Zoning Ordinance
● Provide zoning administration
● Administrator of the Historic District Program
● Promote and enhance neighborhoods and business areas
● Plan for the development of the City in a manner consistent with the Centers, Corridors, and Wedges Growth
Framework
● Support economic development
Budget and Staffing Overview
FY2014
Actual
Budget
Personnel
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
Percent
Change
FY2015
FY2016
4,828,572
5,284,130
5,422,355
5,412,787
Operating
1,015,792
1,028,028
985,627
985,627
-4.1
2.6 %
Department Charges
(593,743)
(668,186)
(711,252)
(712,945)
6.4
5,250,621
5,643,972
5,696,730
5,685,469
0.9 %
Total Expenditures
$
Total Revenues
$
672,836
514,875
977,009
1,100,319
89.8 %
Net Expenditures
$
4,577,785
5,129,097
4,719,721
4,585,150
-8.0 %
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
63.00
64.00
56.00
56.00
-8.00
2.00
2.00
0.00
0.00
-2.00
65.00
66.00
56.00
56.00
-10.00
FY2016 & FY2017 Adopted Strategic Operating Plan
74
General Fund Service Department
Planning
FY2014
Actual/
Positions
Program Summary (Focus Area)
Development Services
$
(Transportation & Planning)
Provides administrative and planning services
for Subdivision Administration, Zoning Services,
Zoning Administration, Urban Design, Historic
District, and Committee Support for CharlotteMecklenburg Planning Commission Zoning
Committee, Zoning Board of Adjustment, and
Historic District Commission
FY2015
Revised/
Positions
FY2016
Budget/
Positions
FY2017
Budget/
Positions
1,680,199
1,806,071
1,822,954
1,819,350
27.50
27.50
19.50
19.50
Strategic Planning Services
(Transportation & Planning)
Responsible for Economic Development planning
efforts in targeted areas including distressed
business corridors and transit corridors, and
coordinates the City's annexation process.
Responsibilities include: Economic
Development, Transit Planning Services, Capital
Facilities, Plan Implementation, Annexation, and
Developer Response
997,618
1,072,355
1,082,378
1,080,239
9.50
10.50
9.50
9.50
Long Range Planning Services
(Transportation & Planning)
Coordinates collaborative and comprehensive
long-range land use and transportation planning
services, which include: Land Use Planning,
Charlotte Regional Transportation Planning
Organization (CRTPO), Research, Information
and Technology, and Communication/Public
Outreach; provides support to City and County
budget offices in the development of capital
budget needs, and committee support for the
Charlotte-Mecklenburg Planning Commission
Planning Committee and CRTPO
2,572,804
2,765,546
2,791,398
2,785,880
28.00
28.00
27.00
27.00
5,250,621
5,643,972
5,696,730
5,685,469
65.00
66.00
56.00
56.00
Total Budget
$
Total Positions
FY2016 Fee Changes




Created new Historic District Review Fee to recover costs associated with additional resources added during
FY2015, new fee is $500 for minor review, $1,000 for major review, and $1,950 for a major review requiring
a survey
Established new Subdivision Sketch Plan Review Fee to recoup review costs not currently included in other
fees, new fee is $500
Created new Subdivision Street Exemptions Review Fee to recoup review costs not currently included in
other fees, new fee is $500
Revised former "Sign Flex Option," to create the new Administrative Zoning Services Fee to recoup additional
costs including parking reductions, alternate buffer plans, innovative site plan review, and streetscape
modifications. The revised fee is $240
FY2016 & FY2017 Adopted Strategic Operating Plan
75
General Fund Service Department
Planning
FY2016 Budget and Staffing Adjustments
Decreases
 Eliminated vacant Office Assistant IV position as a part of larger position reduction in $
General Fund
$
 Reduced Miscellaneous Contracted Services budget to meet General Fund budget
reduction goals
Increases
 None
Amount
48,145
85,000
$
Performance Measure Highlights
0
Performance Achievement
FY2014
Actual
FY2015
Actual
FY2016
Target
Development Services
Initiate Zoning Ordinance update process to better
address the City's land use needs and provide a
more customer-friendly regulatory framework
New Target in
FY2015
Initiated
ordinance
update; hired
project
manager and
contracted
consultant
services
Begin formal
revisions to the
Zoning
Ordinance
Average number of reviews on all submitted plans
1.9
2.45
≤2.5
22 regulatory
process
improvements
initiated
12 regulatory
process
improvements
initiated
Initiate ≥10
process
improvements
New Target in
FY2015
Target
achieved;
participated in
three major
reinvestment
initiatives
Participate in ≥2
reinvestment
initiatives
New Target in
FY2015
Target
achieved; CIP
support was
provided
throughout
FY2015
Continue to
support CIP
projects and
programs
Target
achieved;
collaborated
with CONNECT
throughout
FY2014
Target
achieved;
continued
collaboration
with CONNECT
throughout
FY2015
Develop
strategies and
CONNECT tools
for the 2045
Metropolitan
Transportation
Plan
Document and initiate regulatory process
improvements
Strategic Planning Services
Collaborate with other City Departments and
community partners to develop strategies that
catalyze economic improvement in targeted areas
through capital investment, land development,
design and planning
Advance Community Investment Plan (CIP) goals by
providing ongoing planning and design, program
management, community engagement, and
analytical support to capital projects and programs
Long Range Planning Services
Collaborate with CONNECT partners to engage the
public in developing a consensus-growth scenario
FY2016 & FY2017 Adopted Strategic Operating Plan
76
Enterprise Fund Departments Overview
The following section represents Enterprise Fund Departments. Enterprise Funds are fully funded by operating
revenues rather than property taxes. These Departments include the Charlotte Douglas International Airport
(Aviation), Charlotte Area Transit System (CATS), Charlotte Water, and Storm Water Services. This section also
includes the Risk Management operating budget. Risk Management is an internal services department of the City,
which also supports Mecklenburg County and the Charlotte-Mecklenburg School System.
Responsibilities
 Ensure the continuous operation, maintenance, and repair of the Airport complex facilities, infrastructure,
technology, and fleet
 Provide core transportation services via bus, vanpool, light rail, and Americans with Disabilities Act paratransit
service
 Protect public health by providing high-quality drinking water and safely transporting and treating wastewater for
customers in a service area that encompasses all of Mecklenburg County and includes regional agreements
 Manage the design, construction, improvement, and maintenance of the City's storm water infrastructure
 Identifies and evaluates risk and loss exposure of the City of Charlotte, Mecklenburg County, and CharlotteMecklenburg School System
Budget and Staffing Overview
Percent
Change
FY2015
FY2016
FY2014
Actual
FY2015
Revised
FY2016
Budget
FY2017
Budget
112,194,560
129,991,071
144,737,684
152,294,918
11.3%
Charlotte Area Transit System
108,646,858
114,206,941
119,041,001
126,037,003
4.2
Charlotte Water
103,163,316
120,022,894
122,807,122
124,569,287
2.3
12,136,932
13,056,324
13,822,606
13,500,146
5.9
3,020,981
3,318,959
3,351,677
3,454,696
1.0
339,162,647
380,596,189
403,760,090
419,856,050
Budget
Aviation
$
Storm Water Services
Risk Management
Total Expenditures
$
Position
Count
Change
Staffing (Enterprise Fund Departments)
Full Time Equivalents
Temporary
Total Positions
6.1%
1,528.75
1,770.75
1,896.75
1,989.75
126.00
214.50
64.75
39.50
39.50
-25.25
1,743.25
1,835.50
1,936.25
2,029.25
100.75
FY2016 & FY2017 Adopted Strategic Operating Plan
77
Enterprise Fund Department
Aviation
Mission
Aviation will be the preferred transportation center and airline hub by providing value to our business
partners and an excellent passenger experience.
Responsibilities
● Ensure the continuous operation, maintenance, and repair of the Airport's complex facilities,
infrastructure, technology, and fleet to support over 715 daily flights and over 44.2 million annual
passengers
● Develop the Aviation Community Investment Plan and provide oversight of planning, design, and
construction of new facilities at the Airport to meet the demand of the nation's fifth largest airport by
operations
Budget and Staffing Overview
Percent
Change
Budget
1
Personnel
$
Operating
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
23,484,238
33,185,894
35,405,382
35,201,739
6.7%
71,059,757
81,273,754
92,893,244
97,014,172
14.3
Capital
7,881,879
783,121
1,929,500
1,360,200
146.4
Grants & Contributions
9,768,687
14,748,302
17,414,530
21,631,504
18.1
(2,904,972)
(2,912,697)
144,737,684
152,294,918
Department Charges
Total Expenditures
$
112,194,560
129,991,071
11.3%
Position
Count
Change
Staffing
Full Time Equivalents
262.00
454.00
503.00
534.00
49.00
Temporary
186.00
39.00
17.50
17.50
-21.50
448.00
493.00
520.50
551.50
27.50
Total Positions
1
The Budget Overview section reflects Aviation's operating budget and does not include the Discretionary,
Passenger Facility Charge, or Contract Facility Charge Funds
FY2016 & FY2017 Adopted Strategic Operating Plan
78
Enterprise Fund Department
Aviation
Program Summary
(Focus Area)
Airport Operations
(Transportation & Planning)
Provides Law Enforcement, Parking and
Ground Transportation, Facilities Operations,
and Valet Parking Operations
Airport Development
(Transportation & Planning)
$
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
53,875,158
65,455,206
67,336,732
70,311,213
267.00
293.00
274.50
281.50
4,694,575
5,576,806
2,864,950
4,564,815
20.00
17.00
22.00
25.00
38,835,021
43,775,675
52,546,232
54,643,100
117.00
123.00
155.00
162.00
2,400,279
3,830,972
7,488,883
8,224,558
10.00
10.00
13.00
17.00
1,841,722
2,277,501
2,257,538
2,465,298
13.00
15.00
17.00
22.00
858,061
1,350,038
1,453,511
0.00
11.00
13.00
15.00
10,547,805
8,216,850
10,893,311
10,632,423
21.00
24.00
26.00
29.00
Provides Oversight of the Planning, Design,
and Construction of new facilities
Airport Maintenance
(Transportation & Planning)
Provides Maintenance and Repair of the
Buildings, Airfield, and Fleet
Airport Technology
(Transportation & Planning)
Provides technology infrastructure and
systems
Airport Finance
(Transportation & Planning)
Provides Development and Oversight for the
Annual Budget, Accounting, Procurement,
and Revenue Collection
Airport Business Office
(Transportation & Planning)
Provides Property Management and Lease
Negotiations
Airport Administration
(Transportation & Planning)
Provides Human Resources and External
Communications
Total Budget
Total Positions
$ 112,194,560 129,991,071 144,737,684 152,294,918
448.00
493.00
FY2016 & FY2017 Adopted Strategic Operating Plan
79
520.50
551.50
Enterprise Fund Department
Aviation
FY2016 Budget and Staffing Adjustments
Decreases
● None
Amount
$
Increases
● 49 new positions and associated operating costs to meet immediate and long-term needs in $
the areas of asset preservation and risk mitigation; program and service enhancements;
airline requested programs, and the community investment plan. Those new positions are:
0
1,165,265
- Asset Preservation and Risk Mitigation: 25 positions including facilities, maintenance,
finance, technology, and environmental compliance with the focus on increased
maintenance and repair of the terminal, airfield, and fleet as well as strengthened security
of critical operation systems and infrastructures
- Airline Requested Programs: 11 positions including maintenance, facilities,
technology, and business with the focus on maintenance of airline-owned passenger
boarding bridges and aircraft docking systems, lobby management, and safety and
security measures for employees as well as passengers
- Program and Service Enhancements: 9 positions including operations and
administration to support new programs that improve efficiencies for airport operations
and provide enhanced service to airport tenant and passengers
- Community Investment Plan: 4 positions including planning and administrative to
support a $1.1 billion five-year Community Investment Plan, which will require increased
oversight of planning, development, and construction projects.
● Aviation's FY2016 operating expense budget includes approximately a $15.4
million increase over Fiscal Year 2015. The increase is attributable to:
- Airline Requested Programs: costs associated with the maintenance of airline-owned
equipment and security, transportation, and system operations
$
5,423,876
- Safety and Security: costs associated with the operation and maintenance of Phase I of
the Checked Baggage Inline System, which automated the security screening process of
checked bags
$
4,340,634
- Asset Preservation and Risk Mitigation: costs associated with the implementation,
maintenance, and repair of facilities, fleet, and operation systems
$
3,659,316
- Growth and Inflation: increase cost for existing contractual agreements as well as
utilities
- Program and Service Enhancements: costs associated with new program initiatives,
such as the work order and inventory management system; employee training and
education; fleet replacement; and sustainability projects designed to reduce the Airport's
power usage.
$
1,006,522
$
969,805
FY2016 & FY2017 Adopted Strategic Operating Plan
80
Enterprise Fund Department
Aviation
Performance Measure
FY2014
Actual
Airport Operations
Increase food/beverage/retail revenue per
passenger by 1%
Maintain low cost of enplaned passenger to
airlines based on the national average of
$10.93
Airport Capital Project Planning, Design,
and Construction
Terminal and Airfield Facilities:
Construction of the Fourth Parallel Runway
Terminal and Airfield Facilities:
Construction of Concourse A North
Expansion - Phase I (formerly the
International Terminal)
10.30%
1.91%
1.00%
$1.00/passenger
$1.35/passenger
≤$10.93/passenger
Started the
Airfield Capacity
Enhancement
Plan
Completed the
Airfield Capacity
Enhancement
Plan
Complete 15% of
the Environmental
Impact Statement
New Target for
FY2015
Begin design
services work
Complete 50% of
design services
3.00
3.50
Generate debt
service coverage
ratio of 1.25 or
greater
0 defects for the
annual inspection
Maintained
Maintain
3.10%
2.60%
<5%
Meet debt service coverage ratio in City's
revenue bond order
Airport Maintenance
Maintain Part 139 Certification1
Recordable OSHA injuries of workforce
1
Performance Achievement
FY2015
FY2016
Actual
Target
For FY2015, the target was modified to remove achievement of zero defects for the annual inspection
FY2016 & FY2017 Adopted Strategic Operating Plan
81
Enterprise Fund Department
Charlotte Area Transit System
Mission
Charlotte Area Transit System (CATS) improves the quality of life for everyone in the greater Charlotte region
by providing outstanding community-wide public transportation services while proactively contributing to a
focused growth and sustainable regional development.
Responsibilities
● Provides core transportation services via bus, vanpool, light rail, and Americans with Disabilities Act (ADA)
paratransit service. CATS' primary service area covers 330 square miles in Mecklenburg County, serving a
population of approximately 919,628.
● Provides regional service covering Concord, Gastonia, and Union County in North Carolina and York County
in South Carolina. CATS' services the community with a fleet of 316 buses, which includes 26 hybrid buses,
85 ADA equipped buses, 100 Vanpool vans, and 20 light rail cars.
● Implements 2030 Transit Corridor System Plan, including the construction of the LYNX Blue Line Extension,
Blue Line Capacity Expansion, and CityLYNX Gold Line.
Budget and Staffing Overview
Percent
Change
Budget
Personnel
$
Operating
Grants & Contributions
Department Charges
Total Expenditures
$
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
77,912,929
81,423,775
90,038,245
92,285,667
10.6%
40,497,920
45,039,747
45,598,440
50,577,321
1.2
3,370,592
3,438,004
3,439,356
3,542,536
0.0
(13,134,583)
(15,694,585)
(20,035,040)
(20,368,521)
27.7
108,646,858
114,206,941
119,041,001
126,037,003
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
4.2%
361.75
384.75
419.75
481.75
35.00
20.75
22.00
22.00
22.00
0.00
382.50
406.75
441.75
503.75
35.00
FY2016 & FY2017 Adopted Strategic Operating Plan
82
Enterprise Fund Department
Charlotte Area Transit System
Program Summary
(Focus Area)
Transportation Services
(Transportation & Planning)
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
$ 111,083,013
115,008,559
123,541,561
130,259,881
273.00
298.25
333.25
395.25
2,608,595
3,149,424
3,304,549
3,342,205
25.50
24.50
24.50
24.50
4,273,149
4,638,676
4,733,884
4,796,251
32.00
32.00
32.00
32.00
6,491,011
7,104,867
7,496,047
8,007,187
52.00
52.00
52.00
52.00
(15,808,910)
(15,694,585)
(20,035,040)
(20,368,521)
Provides day-to-day public transportation
services across the Charlotte-Mecklenburg
region: conducts operations planning; vehicle
maintenance; route scheduling; facilities
security; transit support and management
Transit Development
(Transportation & Planning)
Provides for planning and developing long-range
rapid transit systems outlined in the 2030
Transit Corridor System Plan
Marketing and Communications
(Transportation & Planning)
Provides customer service, public relations,
communications and service marketing;
develops market research, sales, and
promotional activities
Executive and Administration
(Transportation & Planning)
Provides leadership and management of the
public transit program and support for the
Metropolitan Transit Commission; manages
financial planning, budget, and grants
administration
Transfers to Transit Capital Projects
Total Budget
$ 108,646,858 114,206,941 119,041,001 126,037,003
Total Positions
382.50
406.75
441.75
503.75
FY2016 Budget and Staffing Adjustments
Decreases
● None
Amount
$
0
Increases
● Addition of 35 positions for start-up and testing of new rail cars for the LYNX Blue Line
$
Extension project. These positions are fully funded by the BLE Project in FY2016 and FY2017.
0
● First fully year of service for the CityLYNX Gold Line in FY2016. Annual operating budget of
$1.5 million funded by motor vehicle license revenue.
FY2016 & FY2017 Adopted Strategic Operating Plan
83
$
0
Enterprise Fund Department
Charlotte Area Transit System
Performance Measure Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Transportation Services
Increase ridership
-0.02%
-1.40%
≥1.5%
Vehicular Accident Rate- Bus per 100,000 miles
0.47
0.23
<.50
Vehicular Accident Rate- Rail
0.19
0.59
<.50
Vehicular Accident Rate- Special Transportation Services
0.49
0.44
<.50
n/a
n/a
<.50
Average On-Time Performance- Bus
84.00%
84.90%
≥84.00%
Average On-Time Performance- Rail
99.00%
99.50%
≥98.50%
Average On-Time Performance- Special Transportation
Services
92.00%
90.40%
≥92.00%
Vehicular Accident Rate- Streetcar
Targeted cost per service hour- Rail
$
211.44
$
153.65
$
263.87
Targeted cost per service hour- Bus
$
96.18
$
90.18
$
107.10
Targeted cost per service hour- Special Transportation
Services
$
65.61
$
61.45
$
74.58
Targeted cost per service hour- Vanpool
$
20.65
$
19.63
$
24.32
FY2016 & FY2017 Adopted Strategic Operating Plan
84
Enterprise Fund Department
Charlotte Water
Mission
Charlotte Water is committed to customer satisfaction and confidence by providing responsive services,
reasonable rates, system capacity, and effective communication. We provide safe and sufficient drinking
water by protecting, treating, and distributing drinking water. We protect the environment by collecting and
treating wastewater, reusing residuals beneficially, and regulating system discharges. We accomplish our
mission through well-trained employees dedicated to customer service.
Responsibilities
 Protect public health by providing high-quality drinking water and safely transporting and treating
wastewater for customers in a service area that encompasses all of Mecklenburg County
 Manage long-term water supply to support the current and future needs of the region
 Make strategic investments to maintain the water and sewer infrastructure
 Support economic development by providing the water and sewer capacity needed for industrial and
commercial growth
 Lead efforts to explore regional solutions to water and wastewater management
Budget and Staffing Overview
Percent
Change
FY2014
Actual
Budget
Personnel
$
Operating
Department Charges
Total Expenditures
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
49,038,900
54,749,933
55,593,166
55,428,998
1.5 %
68,451,710
79,736,514
83,241,787
85,077,186
4.4
(14,327,294)
(14,463,553)
(16,027,831)
(15,936,897)
103,163,316
120,022,894
122,807,122
124,569,287
Temporary
Total Positions
10.8
2.3 %
Position
Count
Change
Staffing
Full Time Equivalents
FY2015
FY2016
778.00
796.00
822.00
822.00
26.00
3.75
3.75
0.00
0.00
3.75
781.75
799.75
822.00
822.00
22.25
FY2016 & FY2017 Adopted Strategic Operating Plan
85
Enterprise Fund Department
Charlotte Water
FY2014
Actual/
Positions
Program Summary (Focus
Area)
$
Administration (Environment)
Provides department level functions such as
key business decisions, human resources,
budget, financial management, rate setting,
technology, communications, training, revenue
recovery, safety, security, and competitiveness
via continuous improvement
Customer Service (Environment)
Oversees new connections, service availability
and customer account management including
bill inquiries, meter reading, leak investigation,
and backflow prevention
Field Operations (Environment)
Maintains more than 8,000 miles of water and
sewer pipe and more than 257,000 service
connections
Total Budget
Total Positions
$
FY2017
Budget/
Positions
27,893,609
50.50
28,879,919
55.50
29,297,475
55.50
7,483,240
122.00
7,645,321
122.00
7,290,574
112.00
7,270,941
112.00
-
-
-
-
94.00
98.00
109.00
109.00
57,936
35.50
1,421,246
35.50
1,647,145
37.50
1,739,877
37.50
41,900,317
49,281,252
49,083,789
49,895,985
186.50
186.50
186.50
186.50
300,000
16.00
3,201,542
16.00
3,201,542
20.00
3,201,542
20.00
28,020,458
279.25
30,579,924
291.25
32,704,153
301.50
33,163,467
301.50
Laboratory Services (Environment)
Provides testing of water, wastewater, and
industrial users for compliance and manages
water quality issues relating to taste, color,
and odor
Union County Operations (Environment)
Operation of Union County's Wastewater
Treatment Plants pursuant to signed inter-local
agreement
FY2016
Budget/
Positions
26,018,964
48.50
Utility System Planning & Engineering
(Environment)
Provides design and construction of Charlotte
Water facilities, water and sewer main
rehabilitation and extensions, donated
projects, and surveying
Environmental Management
(Environment)
Manages the treatment of wastewater before
being discharged back into the environment
and protects our system by regulating
industrial/commercial wastewater discharges,
and oil and grease reduction. Also, provides
treatment and pumping of water to distribute
drinking water to customers
FY2015
Revised/
Positions
103,163,316 120,022,894 122,807,122 124,569,287
781.75
799.75
822.00
822.00
FY2016 & FY2017 Adopted Strategic Operating Plan
86
Enterprise Fund Department
Charlotte Water
FY2016 Budget and Staffing Adjustments
Decreases
● None
Amount
$
0
$
2,066,249
Increases
● 26 positions that respond to the improving economy and regulatory changes:
-
5 Locate Technicians to meet rising workload demands
-
3 Sewer Cleaning Crewmembers to maintain the trend of decreasing sanitary sewer
overflows
-
2 Rapid Leak Response crew members to continue to drive down leak repair time
-
6 Plan Review & Construction Inspection staff to meet the increasing demand
-
1 Engineering Project Manager for Field Operations to focus on major pipe repair
and rehabilitation as the system continues to age
-
2 Lab Services and Project Management staff to respond to increasing regulatory
requirements and reduce overtime
-
1 Records Management Program Manager to replace current work that is contracted
and develop a records management program
-
2 Construction related Procurement Support staff to improve accountability and
ensure compliance with City policy and State statues
-
4 Lab Services staff members to bring lab services for Union County in house and
decrease annual costs
Performance Measure Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Reduce Sanitary Sewer Overflow
5.9 per 100 miles
4.1 per 100 miles
< 6.1 per 100
miles
Repair Water Leaks
100% repaired in
8 calendar weeks
100% repaired in
8 calendar weeks
100% repaired in
7 calendar weeks
99.9%
99.9%
100%
Meet all applicable requirements of the Safe
Drinking Water Act and Clean Water Act
FY2016 & FY2017 Adopted Strategic Operating Plan
87
Enterprise Fund
Storm Water Services
(Department of Engineering & Property Management)
Mission
Engineering & Property Management is building value for Charlotte by promoting a vibrant, sustainable, and
balanced urban environment. Experienced and engaged employees are the essential ingredients of a strong
organization that responds quickly, flexibly, and creatively to address community needs.
Responsibilities
 Manage the design, construction, improvement, and maintenance of the City's storm water infrastructure
Budget and Staffing Overview
Percent
Change
Budget
Personnel
$
Operating
Grants and Contributions
Department Charges
Total Expenditures
$
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
7,900,165
9,497,110
11,209,205
11,159,459
8,507,902
7,844,174
8,569,381
8,599,484
Temporary
Total Positions
9.2
977,208
1,019,960
1,035,000
1,050,000
1.5
(5,248,344)
(5,304,920)
(6,990,980)
(7,308,797)
31.8
12,136,932
13,056,324
13,822,606
13,500,146
5.9%
Position
Count
Change
Staffing
Full Time Equivalents
18.0 %
100.00
108.00
124.00
124.00
16.00
4.00
0.00
0.00
0.00
0.00
104.00
108.00
124.00
124.00
16.00
FY2016 & FY2017 Adopted Strategic Operating Plan
88
Enterprise Fund
Storm Water Services
(Department of Engineering & Property Management)
FY2014
Actual/
Positions
Program Summary (Focus
Area)
Storm Water Services (Environment)
Provides Water Quality/Clean Water Act
enforcement, maintenance of existing
infrastructure, and capital project planning,
design, and construction
$
FY2015
Revised/
Positions
FY2016
Budget/
Positions
FY2017
Budget/
Positions
12,136,932
13,056,324
13,822,606
13,500,146
104.00
108.00
124.00
124.00
Contribution to Storm Water Capital Fund
36,000,000
35,000,000
43,000,000
40,000,000
Contribution to Storm Water Debt Service
9,987,520
11,630,252
12,176,700
14,859,497
58,124,452
104.00
59,686,576
108.00
68,999,306
124.00
68,359,643
124.00
$
Total Budget
Total Positions
FY2016 Budget and Staffing Adjustments
Decreases
● None
Amount
45
$
Increases
● 16 new positions (1 Senior Construction Inspector, 5 Construction Inspectors, 1 Senior
$
Project Manager, 5 Project Managers, 2 Project Coordinators, 1 Construction Supervisor,
and 1 Wetland Specialist) to work on capital construction, maintenance, and repair projects
to increase work capacity and reduce the growth in backlogged Storm Water projects. Total
cost for the 16 positions is $1,549,917, but $740,981 of this cost is transferred from the
operating budget to the Storm Water Capital Program. Approval to hire the 16 positions is
contingent upon completion of a workload analysis to determine the appropriate staffing
level to support the expanded capital program under the revised four-tier fee structure.
Performance Measures
0
808,936
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Storm Water Services
Transition Storm Water capital program from debt financing by
increasing Pay-As-You-Go funding
Meet mitigation requirements through local rather than statelevel restoration efforts 100% of the time when streams are
negatively impacted by City projects
Increased by
$2.0 million
Decreased by
$1.0 million
Increase by
$8.0 million
81%
100%
100%
FY2016 & FY2017 Adopted Strategic Operating Plan
89
Enterprise Fund
Risk Management
(Department of Management & Financial Services)
Mission
Risk Management will provide outstanding risk management services.
Responsibilities
 Identifies and evaluates the risk and loss exposure for the City of Charlotte, Mecklenburg County, CharlotteMecklenburg School System, Charlotte Regional Visitors Authority, MEDIC, and the Public Library
 Provides risk control and consulting to all customers
 Assists Attorney's Office in litigation management
 Collects monies due for damages to property and for liabilities incurred
 Processes property and casualty claims from external and internal customers
Budget and Staffing Overview
Percent
Change
FY2014
Actual
Budget
Personnel
$
Operating
Grants and Contributions
Total Expenditures
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
FY2015
FY2016
2,013,538
2,169,933
2,246,248
2,304,267
516,531
648,296
555,570
569,268
490,912
500,730
549,859
581,161
3,020,981
3,318,959
3,351,677
3,454,696
Full Time Equivalents
Total Positions
-14.3
9.8
1.0%
Position
Count
Change
Staffing
Temporary
3.5%
4
27.00
28.00
28.00
28.00
0.00
0.00
0.00
0.00
0.00
0.00
27.00
28.00
28.00
28.00
0.00
FY2016 & FY2017 Adopted Strategic Operating Plan
90
Enterprise Fund
Risk Management
(Department of Management & Financial Services)
FY2014
Actual/
Positions
Program Summary
Risk Management Operations
Administers risk financing, risk retention, and
insurance placement for the City of Charlotte,
Mecklenburg County, Charlotte-Mecklenburg
School System, and other small public agencies
$
$
FY2016
Budget/
Positions
FY2017
Budget/
Positions
2,774,476
3,061,233
3,086,609
3,187,487
25.00
26.00
26.00
26.00
246,505
257,726
265,068
267,209
2.00
2.00
2.00
2.00
Defensive Driving Range
Manages the Charlotte Vehicle Operations Center
a training facility, which provides driver training
for all departments of the City
Total Budget
FY2015
Revised/
Positions
3,020,981
3,318,959
3,351,677
3,454,696
27.00
28.00
28.00
28.00
Total Positions
FY2016 Budget and Staffing Adjustments
Decreases

Amount
None
$
Increases

None
0
$
Performance Measure Highlights
0
Performance Achievements
FY2014
FY2015
FY2016
Actual
Actual
Target
Risk Management
Maintain Risk Claim Adjusters' licenses/certifications
Attain an annual claims closure rate greater than or equal to
95%
100%
100%
100%
New Target in
FY2015
100%
>95%
FY2016 & FY2017 Adopted Strategic Operating Plan
91
Governance Departments Overview
The following section represents Governance Departments for the City. These Departments implement City
policy as set by the City Council. These Departments include the Mayor & City Council, City Attorney, City Clerk,
and City Manager's Office.
Responsibilities
 The Mayor and City Council are responsible for establishing the general policies under which the City



operates
Provide legal advice and representation to the Mayor, City Council, City Manager, and other City officials,
employees, and agencies
Maintain a permanent history of government actions
Direct and manage the delivery of public services
Budget and Staffing Overview
FY2014
Actual
Budget
Mayor and City Council
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
Percent
Change
FY2015
FY2016
1,713,976
1,516,663
1,488,752
1,489,796
2,459,896
2,458,427
2,482,082
2,463,600
1.0
513,278
550,174
560,171
560,051
1.8
7,538,477
9,001,534
8,448,744
8,454,744
-6.1
940,160
990,262
910,948
909,043
-8.0
City Administration
2,456,047
2,465,060
2,330,765
2,323,171
-5.4
Corporate Comm.
2,143,815
2,125,460
2,172,340
2,170,642
2.2
Attorney
Clerk
-1.8%
City Manager's Office:
CharMeck 311
Community Relations
Total Expenditures
$
17,765,649
19,107,580
18,393,802
18,371,047
-3.7%
Total Revenues
$
2,556,970
2,496,690
2,369,034
2,369,034
-5.1%
Net Expenditures
$
15,208,679
16,610,890
16,024,768
16,002,013
-3.5%
Position
Count
Change
Staffing (General Fund Service Departments)
Full Time Equivalents
Temporary
Total Positions
220.50
229.50
207.75
207.75
-21.75
5.00
5.00
4.00
4.00
-1.00
225.50
234.50
211.75
211.75
-22.75
FY2016 & FY2017 Adopted Strategic Operating Plan
92
Governance Department
Mayor & City Council
Mission
The mission of the City of Charlotte is to ensure the delivery of quality public services that promote safety,
health, and quality of life of its citizens.
Responsibilities
The Mayor and City Council are responsible for establishing the general policies under which the City
operates. These include:

Appoint the City Manager, City Attorney, City Clerk, and various members of Boards and Commissions



Enact ordinances, resolutions, and orders
Adopt the annual budget, setting the tax rate, and approving the financing of all City operations
Authorize contracts on behalf of the City
Budget and Staffing Overview
Budget
Personnel
$
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
Revised
Budget
Budget
FY2016
1,280,233
1,214,879
1,250,646
1,251,690
Operating
445,743
301,784
238,106
238,106
Department Charges
(12,000)
1,713,976
1,516,663
1,488,752
1,489,796
-1.8%
1,713,976
1,516,663
1,488,752
1,489,796
-1.8%
Total Expenditures $
Net Expenditures
$
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
2.9%
-21.1
4
5
9.00
21.00
21.00
21.00
0.00
0.00
0.00
0.00
0.00
0.00
9.00
21.00
21.00
21.00
0.00
FY2016 & FY2017 Adopted Strategic Operating Plan
93
Governance Department
Mayor & City Council
Program Summary
Mayor, City Council, and Administrative
Support
Provides leadership and strategic vision for the
City of Charlotte
$
Total Budget
Total Positions
$
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
1,713,976
1,516,663
1,488,752
1,489,796
9.00
21.00
21.00
21.00
1,713,976
9.00
1,516,663
21.00
1,488,752
21.00
1,489,796
21.00
FY2016 Budget and Staffing Adjustments
Decreases
 Expense reductions in technology, travel, Council retreat costs, and
subsistence
Amount
$
Increases

None
$
FY2016 & FY2017 Adopted Strategic Operating Plan
94
50,983
0
Governance Department
City Attorney
Mission
The City Attorney's Office ensures that appropriate legal services are provided to the City of Charlotte in
accordance with the highest professional and ethical standards.
Responsibilities
• Provide legal advice and representation to the Mayor, City Council, City Manager, and other City officials,
employees, and agencies
• Represent the City, its officials, and employees in litigation filed by or against them in their official capacities
• Provide legal opinions to City officials and employees on City-related matters
• Draft or review all ordinances and resolutions adopted by the City Council
• Review or draft contracts, leases, deeds, franchises, and other legal documents to which the City is a party
• Select and manage the services of outside counsel who represent the City
Budget and Staffing Overview
Percent
Change
Budget
Personnel
$
Operating
Department Charges
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
3,240,641
3,637,887
3,558,986
3,552,127
304,960
418,963
388,453
391,303
(1,158,167)
(1,598,423)
(1,465,357)
(1,479,830)
-2.2%
-7.3
-8.3
Total Expenditures
$
2,459,896
2,458,427
2,482,082
2,463,600
1.0%
Net Expenditures
$
2,459,896
2,458,427
2,482,082
2,463,600
1.0%
Staffing
Full Time Equivalents
Temporary
Total Positions
Position
Count
Change
28.50
28.50
27.00
27.00
-1.50
0.50
0.50
0.00
0.00
-0.50
29.00
29.00
27.00
27.00
-2.00
FY2016 & FY2017 Adopted Strategic Operating Plan
95
Governance Department
City Attorney
Program Summary
City Attorney Services
The City Attorney's Office drafts or reviews all
ordinances and resolutions considered by the City
Council. The City Attorney's Office also drafts or
reviews all contracts, leases, deeds, franchises,
and other legal documents to which the City is a
party.
Total Budget
FY2014
Actual/
Positions
$
2,459,896
29.00
$
FY2015
Revised/
Positions
2,458,427
29.00
FY2016
Budget/
Positions
2,482,082
27.00
FY2017
Budget/
Positions
2,463,600
27.00
2,459,896
2,458,427
2,482,082
2,463,600
29.00
29.00
27.00
27.00
Total Positions
FY2016 Budget and Staffing Adjustments
Amount
Decreases
• Expenses are reduced in FY2016 across several operating categories, including technology,
office supplies, auto and other allowances, and cell service and mobile technology.
• One vacant Legal Assistant position is eliminated in the City Attorney's Office. Workload for
the remaining Legal Assistants will be increased.
$
12,500
$
63,760
• One temporary position, contracted attorneys, and contracted services are reduced in the
City Attorney's Office. Workload for the remaining Attorneys will be increased.
$
28,290
• One vacant and unfunded part-time Legal Assistant position is eliminated in the City
Attorney's Office. There is no impact on the FY2016 Budget from eliminating this position.
$
0
$
0
Increases
• None
Performance Measure Highlights
Performance Achievement
FY2014
FY2015
FY2016
Actual
Actual
Target
Ensure attorneys and paralegals maintain certifications
240 training
hours
240 training ≥240 training
hours
hours
$91.67 per
hour
$97.07 per $107.31 per
hour
hour
Provide litigation services in a cost effective manner and at a lower
cost than services provided by outside counsel
Ensure attorneys conduct client service interviews
100%
100%
100%
Review outside counsel bills for fairness and accuracy
100%
100%
100%
FY2016 & FY2017 Adopted Strategic Operating Plan
96
Governance Department
City Clerk
Mission
The City Clerk's Office provides high quality information and services to City Council, staff, and the public so
that effective and responsible decisions can be made to govern the City of Charlotte.
Responsibilities
 Maintain a permanent history of government actions
 Assist Mayor and Council with records requests and oaths of office
 Administer Boards and Commissions
 Create, dispense, and archive verbatim minutes of all City Council meetings
 Manage public records and research
Budget and Staffing Overview
Budget
Personnel
$
Operating
Department Charges
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
Revised
Budget
Budget
FY2016
381,526
422,784
437,931
437,811
134,498
127,390
122,240
122,240
3.6%
-4.0
(2,746)
Total Expenditures
$
513,278
550,174
560,171
560,051
1.8%
Total Revenues
$
29,450
13,600
29,050
29,050
113.6%
Net Expenditures
$
483,828
536,574
531,121
531,001
-1.0%
Position
Count
Change
Staffing
Full Time Equivalents
6.00
6.00
6.00
6.00
0.00
Temporary
0.50
0.50
0.00
0.00
-0.50
Total Positions
6.50
6.50
6.00
6.00
-0.50
FY2016 & FY2017 Adopted Strategic Operating Plan
97
Governance Department
City Clerk
Program Summary
City Council Support
Serves as Clerk to the City Council, recording,
transcribing, distributing, and archiving minutes for all
budget workshops and retreats, business meetings,
dinner briefings, citizens' forums, closed sessions,
special sessions, workshops and zoning meetings;
assists citizens to address Council by coordinating and
disseminating the speakers' list; certifies and posts all
official acts by Council; and provides public access to
the records as broadly and quickly as possible.
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
$
Records Maintenance, Retention, and
Administration of Boards & Commissions
Custodian of the corporate seal of the City of Charlotte
and all permanent records pertaining to the City and
City Seal; maintains the City Charter and City Code;
provides information and research of records to citizens,
staff, and City Council; publishes Notices of Public
Hearings and other legal advertisements; provides
attestations, certifications, and/or notarizations for
contracts, deeds, and agreements; administers oaths of
office; receives and certifies City-initiated annexations
and protest petitions. Administers processes, maintains
records, coordinates nominations and appointments for
City Council's 38 Advisory Boards and Commissions, and
serves as staff support and Clerk to the Citizens' Review
Board and Civil Service Board.
Total Budget
$
Total Positions
277,170
3.25
298,919
3.25
302,492
3.00
302,428
3.00
236,108
251,255
257,679
257,623
3.25
3.25
3.00
3.00
513,278
550,174
560,171
560,051
6.50
6.50
6.00
6.00
FY2016 Budget and Staffing Adjustments
Amount
Decreases
 Expense reductions in contracted services and temporary positions
$
Increases
 None
$
FY2016 & FY2017 Adopted Strategic Operating Plan
98
1,350
0
Governance Department
City Clerk
Performance Measure Highlights
Performance Achievement
FY2014
Actual
FY2015
Actual
FY2016
Target
98%
90%
98%
Execute, publish, and file 90% of official documents (including
Requests for Council Action and Digital Contracts Archive)
within three business days; including posting official
documents to the Clerk website
100%
100%
90%
Administer process for 100% of Council’s 38 Advisory Boards
and Commissions
100%
100%
100%
Complete Council business meeting minutes within 28
business days 98% of the time
FY2016 & FY2017 Adopted Strategic Operating Plan
99
Governance Department
City Manager
Mission
The City Manager's Office is comprised of five divisions, each having a mission related to their specific roles:
CharMeck 311
 Provide courteous and responsive service to citizen inquiries and requests for services.
Charlotte-Mecklenburg Community Relations
 Advocate for an inclusive community where trust, acceptance, fairness, and equity are the community
norms.
City Administration
 Administer the delivery of public services that promote safety, health, and quality of life for Charlotte's
citizens.
Corporate Communications & Marketing
 Provide strategic and integrated communication and marketing solutions.
Responsibilities
Below are the top responsibilities of each division of the City Manager's Office:
CharMeck 311
 Be the first contact point for general information, service requests, and directing calls for problem resolution
Charlotte-Mecklenburg Community Relations
 Promote community harmony, facilitate resolutions, and celebrate diversity
City Administration
 Provide vision and leadership to the organization
Corporate Communications & Marketing
with departments to develop and implement strategic communications for City departments and the
 Partner
citizens of Charlotte
Percent
Change
Budget and Staffing Overview
Budget
Personnel
$
Operating
Department Charges
FY2014
FY2015
FY2016
FY2017
Actual
Revised
Budget
Budget
FY2015
FY2016
10,903,142
11,821,204
11,456,579
11,451,381
-3.1%
2,255,534
2,915,840
2,711,905
2,711,905
-7.0
(80,177)
(154,728)
(305,687)
(305,687)
97.6
Total Expenditures
$
13,078,499
14,582,316
13,862,797
13,857,600
-4.9%
Total Revenues
$
2,527,520
2,483,090
2,339,984
2,339,984
-5.8%
Net Expenditures
$
10,550,979
12,099,226
11,522,813
11,517,616
-4.8%
Position
Change
Count
Staffing
Full Time Equivalents
Temporary
Total Positions
173.00
174.00
153.75
153.75
-20.25
4.00
4.00
4.00
4.00
0.00
177.00
178.00
157.75
157.75
-20.25
FY2016 & FY2017 Adopted Strategic Operating Plan
100
Governance Department
City Manager
Program Summary
CharMeck 311
As the customer contact center, serves as the first
contact point for general information, initiating
service requests, and directing calls to other
departments and agencies for problem resolution
$
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
7,538,477
133.00
9,001,534
133.00
8,448,744
113.75
8,454,744
113.75
940,160
13.00
990,262
13.00
910,948
13.00
909,043
13.00
2,456,047
12.00
2,465,060
13.00
2,330,765
12.00
2,323,171
12.00
2,143,815
19.00
2,125,460
19.00
2,172,340
19.00
2,170,642
19.00
13,078,499 14,582,316
13,862,797
13,857,600
157.75
157.75
Charlotte-Mecklenburg Community Relations
Promotes community harmony by: addressing
personal and community conflicts, fairness in
housing and preventing discrimination, training
and education as well as police community
relations
City Administration
Provides vision and leadership to the organization,
is responsible for carrying out City Council’s policy
decisions, and for overseeing the daily operations
of City government
Corporate Communications & Marketing
Provides strategic and integrated communications
and marketing solutions. Partners with
departments to develop and implement strategic
planning to market specific campaigns, services,
and initiatives for City departments and the
citizens of Charlotte
Total Budget
$
Total Positions
177.00
178.00
FY2016 & FY2017 Adopted Strategic Operating Plan
101
Governance Department
City Manager
FY2016 Budget and Staffing Adjustments
Decreases
Amount
CharMeck 311
55 $
 Close weekends and holidays, eliminating 11 positions
 Elimination of 8.25 vacant, unfunded positions. There is no impact to the FY2016 budget $
from eliminating these positions.
658,924
0
City Administration


54,415
$
Elimination of an Office Assistant IV position (vacant)
Expense line item reductions in technology, dues & subscriptions, travel, subsistence, and $
temporary positions
38,962
Corporate Communications & Marketing
 Expense line item reductions in advertising, training, travel, printing & publishing, dues & $
subscriptions, and contractual services
Increases
 None
63,600
$
Performance Measure Highlights
0
Performance Achievement
FY2014
Actual
FY2015
Actual
FY2016
Target
CharMeck 311
Answer 70% of calls within 30 seconds or less
81.1% within
≤30 seconds
89% within
≤30 seconds
70% within
≤30 seconds
Maintain less than 5% call abandonment rate
2.5%
1.5%
Receive 8.5 or higher on overall customer
satisfaction survey
9.1
9.2
≥8.5
4.5
4.5
4.5
New Target in
FY2016
New Target in
FY2016
70%
New Target in
FY2016
New Target in
FY2016
85%
Charlotte-Mecklenburg Community Relations
CRC client, customer, partner, member and staff
satisfaction year-end survey (rating on 5.0 scale)
<5%
City Administration
Percentage of achievement of organizational
performance measures
Corporate Communications & Marketing
Consolidate websites into minimal number for
service-oriented approach
FY2016 & FY2017 Adopted Strategic Operating Plan
102
Support Departments Overview
The following pages represent General Fund Support Departments. These Departments support the Service,
Enterprise, and Governance Departments in various cross departmental functions. The General Fund Support
Departments includes Human Resources, Innovation & Technology, and Management & Financial Services.
Responsibilities
 Manage the City's human capital, training needs, payroll, and benefits
 Provide technology-based goods and services to ensure the City receives the most reliable and best value
in technology infrastructure investments

Provide financial management, strategic planning, budgeting, accounting, procurement, small business
certification services, internal controls, and fleet management services
Budget and Staffing Overview
FY2014
Actual
Budget
Human Resources
$
Innovation & Technology
FY2015
Revised
FY2016
Budget
FY2017
Budget
3,946,980
4,221,143
4,227,630
4,221,407
21,198,392
22,711,859
24,576,112
24,935,277
2,145,577
1,650,012
2,102,127
Percent
Change
FY2015
FY2016
0.2 %
8.2
Management & Financial
Services*
Administrative Management
Charlotte Business
INClusion
2,091,090
27.4
640,010
920,853
906,706
901,603
-1.5
11,741,490
14,868,055
12,521,920
12,585,766
-15.8
Fleet Management
1,413,317
1,832,930
1,355,156
1,236,106
-26.1
Internal Audit
1,072,961
1,292,770
1,206,145
1,283,936
-6.7
Finance
1,582,271
1,611,329
1,523,642
Total Expenditures
Strategy & Budget
$
43,740,998
49,108,951
48,419,438
48,762,043
1,506,858
-1.4 %
Total Revenues
$
33,563,436
38,098,797
41,182,473
41,159,014
8.1 %
Net Expenditures
$
10,177,562
11,010,154
7,236,965
7,603,029
-34.3 %
Position
Count
Change
Staffing (Support Departments)
Full Time Equivalents
Temporary
Total Positions
-5.4
433.00
437.00
429.00
429.00
-8.00
10.25
7.25
1.00
1.00
-6.25
443.25
444.25
430.00
430.00
-14.25
*The Management & Financial Services Department was created in FY2015 using existing resources. The Department is the result of the
combination of the Finance Department, Budget & Evaluation, Shared Services Department, Charlotte BusinessINClusion (formerly a division
of the Neighborhood & Business Services Department), and Internal Audit (formerly a division of the City Manager's Office). FY2014 and
FY2015 figures have been restated to show previous expenses of the current divisions of the Management & Financial Services Department.
FY2016 & FY2017 Adopted Strategic Operating Plan
103
Support Department
Human Resources
Mission
Human Resources provides organizational leadership supporting the City's human resources philosophy to attract,
develop, and retain a skilled and diverse workforce.
Responsibilities
 Support employees by providing training and development opportunities, assisting with best use of employee
benefits, and resolving workplace issues
 Support departments to become more efficient with workforce planning (including organizational structuring,
compensation, employee relations, and departmental development and training) and supplying payroll and record
management services
 Support the organization by managing change, designing and implementing organizational development efforts,
fostering a positive and inclusive work environment, and recruiting/retaining a skilled and diverse workforce with
competitive compensation and benefit plans
Budget and Staffing Overview
Budget
Personnel
$
Operating
Department Charges
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
Revised
Budget
Budget
FY2016
3,278,457
3,499,085
913,152
1,002,348
3,584,736
3,578,513
2.45%
967,032
967,032
-3.52
(244,630)
(280,290)
(324,138)
(324,138)
15.64
Total Expenditures
$
3,946,980
4,221,143
4,227,630
4,221,407
0.15%
Net Expenditures
$
3,946,980
4,221,143
4,227,630
4,221,407
0.15%
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
33.00
36.00
36.00
36.00
0.00
4.50
1.50
0.00
0.00
-1.50
37.50
37.50
36.00
36.00
-1.50
FY2016 & FY2017 Adopted Strategic Operating Plan
104
Support Department
Human Resources
FY2014
Actual/
Positions
Program Summary
Compensation, Benefits Services,
Compliance, Recruitment, and Retention
Provides oversight and consultation services in
the areas of employee talent and performance
management, compensation administration, and
benefit design/management
FY2016
Budget/
Positions
FY2017
Budget/
Positions
2,203,762
2,320,784
2,311,824
2,309,924
21.50
21.50
20.00
20.00
Employee Organizational Development and
Learning
Provides coaching, facilitation, and training
services to improve organizational and individual
performance. Delivers employee leadership
development and diversity/inclusion initiatives,
business skills development classes, and
technology training
895,448
923,433
940,031
937,488
9.00
9.00
9.00
9.00
Human Resources Management Services
Manages the human resource management
system, which produces the City's payroll and
maintains employment records for pay, taxes,
benefits, performance, and leave
847,770
7.00
976,926
7.00
975,775
7.00
973,995
7.00
3,946,980
4,221,143
4,227,630
4,221,407
37.50
37.50
36.00
36.00
Total Budget
$
FY2015
Revised/
Positions
$
Total Positions
FY2016 & FY2017 Adopted Strategic Operating Plan
105
Support Department
Human Resources
FY2016 Budget and Staffing Adjustments
Amount
Decreases
• Expenses are reduced in FY2016 in overtime
• Expenses are reduced in FY2016 across several operating categories, including training, travel,
dues/subscriptions, printing, and telecommunications
Increases
• None
Performance Measure Highlights
On-time payment of Human Resources' invoices
FY2014
Actual
$
13,675
$
80,385
$
0
Performance Achievement
FY2015
FY2016
Actual
Target
New Target in
FY2016
New Target in
FY2016
95% of invoices are paid
on-time
Participation rate of City employees engaged in
medical/wellness options
77%
76%
≥65%
Participation rate of Human Resources
employees engaged in medical/wellness options
97%
96.8%
≥80%
FY2016 & FY2017 Adopted Strategic Operating Plan
106
Support Department
Innovation & Technology
Mission
Innovation & Technology improves community outcomes by facilitating technology investments that enable
the City's departments and partners to achieve service objectives and create "the next Charlotte" together.
Responsibilities
 Provide technology-based goods and services to ensure the City receives the most reliable and best value in
technology infrastructure investments
 Provide executive-level leadership for the City's Technology Governance Policy
 Build, maintain, and operate the City's financial management, budgetary, and procurement platforms
 Coordinate Innovation & Technology's initiatives across the organization to support, enhance, and advance
citizen service delivery
Budget and Staffing Overview
Budget
Personnel
$
Operating
Capital
Grants and Contributions
Department Charges
FY2014
FY2015
FY2016
FY2017
Percent
Change
FY2015
Actual
Revised
Budget
Budget
FY2016
11,627,899
14,161,484
11,972,167
12,331,332
-15.5%
13,414,965
15,421,741
18,713,124
18,713,124
21.3
15,930
0
0
0
0.0
331,946
0
0
0
0.0
(4,192,348)
(6,871,366)
(6,109,179)
(6,109,179)
-11.1
21,198,392
22,711,859
24,576,112
24,935,277
8.2%
Total Expenditures
$
Total Revenues
$
4,073,353
4,706,024
3,582,224
3,582,224
-23.9%
Net Expenditures
$
17,125,039
18,005,835
20,993,888
21,353,053
16.6%
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
130.00
134.00
130.00
130.00
-4.00
3.25
3.25
1.00
1.00
-2.25
133.25
137.25
131.00
131.00
-6.25
FY2016 & FY2017 Adopted Strategic Operating Plan
107
Support Department
Innovation & Technology
Program Summary
Office of the Chief Information Officer
$
Provides executive-level leadership for the
City's Technology Governance Policy and
coordinates IT initiatives across the
organization to support, enhance, and
advance citizen service delivery
Technology Management
Ensures the City receives the most reliable
and best value technology infrastructure
available to enable the effective delivery of
City services
Enterprise Resource Planning*
Builds, maintains, and operates the City’s
financial management, budgetary, and
procurement platforms necessary for the City
to conduct daily business
Total Budget
Total Positions
$
FY2014
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
2,416,613
2,278,814
4,618,979
4,719,374
12.00
18.00
16.00
16.00
18,045,936
19,216,612
13,439,698
13,611,019
101.50
101.50
97.00
97.00
735,843
19.75
1,216,433
17.75
6,517,435
18.00
6,604,884
18.00
21,198,392
22,711,859
24,576,112
24,935,277
133.25
137.25
131.00
131.00
*The Enterprise Resource Planning program was funded using capital funding from FY2012 through part of FY2015; Phase 1
was live and operational at the beginning of FY2015.
FY2016 Budget and Staffing Adjustments
Decreases
 Elimination of three vacant full-time equivalent positions
$
Amount
328,477

Elimination of one vacant, unfunded position in the Information Technology Division. There $
is no impact to the FY2016 budget from eliminating this position.

Reductions to expense line items resulting in reduced physical servers, contact center
licenses, modems, network access registers, circuits and videos, and Cisco SmartNet
$
378,370

Elimination of systems that supported the GEAC financial system, extranet, VDI
environment, and Gartner license
$
270,223
$
0
Increases
 None
FY2016 & FY2017 Adopted Strategic Operating Plan
108
0
Support Department
Innovation & Technology
Performance Measures
Performance Achievement
FY2014
FY2015
FY2016
Target
Actual
Actual
Office of the Chief Information Officer
Develop a complete services catalog along with
corresponding service costs for support in budget
development
New Target
in FY2015
On-going
February
2016
Deploy one-third of end-user devices to Cisco Voice Over IP
by June 30, 2016
New Target
in FY2016
New Target
in FY2016
June 2016
New Target
in FY2014
99.75%
99.75%
99.99%
99.90%
99.90%
New Target
in FY2016
New Target
in FY2016
99%
Technology Management
Maintain the high standards of availability for the City’s core
infrastructure
Maintain the high standards of availability for the Public
Safety Communications Radio Network
Enterprise Resource Planning (ERP)
Ensure system availability to end users. Create
infrastructure, processes, and remedies to provide ERP
system availability during normal financial business hours
FY2016 & FY2017 Adopted Strategic Operating Plan
109
Support Department
Management & Financial Services
Mission
Management & Financial Services partners with customers to achieve their service goals in the community
through sound management of financial, vehicle, and equipment resources.
Responsibilities
 Provides strategic financial planning, and accounting services, to the City; Manage development of
federal/state mandated reporting including the Comprehensive Annual Financial Report
 Manages the acquisition of goods and services through competitive processes.
Coordinates property
disposal for the City, County, other entities through the Asset Recovery and Disposal program
 Provides safe, reliable, best-value, enterprise-wide fleet and operational equipment management and
maintenance services to the City and County
 Manages the coordination, development, and oversight of the City’s Performance Management and
Strategic Planning Process, Budget, Community Investment Plan, and Council Business Agenda
 Provides reasonable assurance that the City has an operating and effective system of internal controls;
Assist management in evaluating the efficiency and effectiveness of operations
 Administers the City's Charlotte Business INClusion (CBI) Policy by partnering with departments to
establish annual and project specific Minority, Women, and Small Business Enterprise (MWSBE) inclusion
goals, monitoring CBI Policy compliance, certifying MWSBEs, and promoting economic growth in the
Charlotte region
Budget and Staffing
Overview
Budget
Personnel
$
FY2014
Percent
Change
FY2015
Actual
FY2016
20,197,048
21,364,251
21,830,752
21,553,045
11,384,154
14,334,375
11,841,097
11,595,598
-17.4
Capital
112,526
278,119
100,000
100,000
-64.0
Grants & Contributions
831,946
100,000
100,000
100,000
0.0
Operating
Department Charges
(13,930,048)
(13,900,796)
(14,256,153)
(13,743,284)
2.2%
2.6
Total Expenditures
$
18,595,626
22,175,949
19,615,696
19,605,359
-11.5%
Total Revenues
$
8,418,064
17,976,757
13,177,603
12,456,865
-26.7
Net Expenditures
$
10,177,562
4,199,192
6,438,093
7,148,494
53.3
Position
Count
Change
Staffing
Full Time Equivalents
Temporary
Total Positions
270.00
267.00
263.00
263.00
-4.00
2.50
2.50
0.00
0.00
-2.50
272.50
269.50
263.00
263.00
-6.50
FY2016 & FY2017 Adopted Strategic Operating Plan
110
Support Department
Management & Financial Services
Program Summary
Administrative Management
Provides centralized administrative support,
communications/marketing, business resource
analysis, human resources, and
budget/financial management services.
FY2015
FY2016
FY2017
Actual/
Positions
Revised/
Positions
Budget/
Positions
Budget/
Positions
2,145,577
16.00
1,650,012
14.00
2,102,127
14.00
2,091,090
14.00
640,010
11.00
920,853
11.00
906,706
11.00
901,603
11.00
11,741,490
100.50
14,868,055
99.50
12,521,920
98.00
12,585,766
98.00
Fleet Management
Provides full spectrum fleet management
services including equipment specification,
predictable preventative maintenance, and
commission/decommission services focused on
achieving the peak operating efficiency at the
lowest cost.
1,413,317
1,832,930
1,355,156
1,236,106
122.50
122.50
119.00
119.00
Internal Audit
Conducts reviews of the City's system of
internal controls and reports findings,
recommendations, and corrective actions to
department managers.
1,072,961
9.50
1,292,770
10.50
1,206,145
9.00
1,283,936
9.00
Office of Strategy & Budget
Recommends strategy and resource allocation
for achievement of the City's vision and mission
through the Performance Management and
Strategic Planning, Budgeting, Community
Investment Plan, and Council Business Agenda
processes.
1,582,271
1,611,329
1,523,642
1,506,858
13.00
12.00
12.00
12.00
Charlotte Business INClusion
Provides registration and certification services
to small businesses, local minority and/or
women-owned businesses; Provides monitoring
and reporting services to ensure compliance
with the program.
Finance
Provides strategic financial planning, general
accounting services, financial reporting
including the Comprehensive Annual Financial
Report; Manages billing, collection, and deposit
of all City monies for citywide services.
Provides procurement services to City and
County departments for the acquisition of goods
and services, facilitates cost savings through
cooperative procurement opportunities, and
supports asset recovery and disposal.
Total Budget
Total Positions
$
FY2014
$ 18,595,626 22,175,949 19,615,696 19,605,359
272.50
269.50
FY2016 & FY2017 Adopted Strategic Operating Plan
111
263.00
263.00
Support Department
Management & Financial Services
FY2016 Budget and Staffing Adjustments
Decreases
 Reduced funding for operating expenses including advertising, technology, travel, training, $
professional dues, uniforms, small tools, printing and contracted services.
Amount
384,356

Reduced Fleet's Capital Outlay equipment funding by 50%.
$
100,000

Eliminated one vacant Internal Auditor position and increased contractual funds for a net
reduction of $41,941
$
41,941
Increases
 Two procurement officers to support Aviation's procurement efforts with total cost of
$210,855 funded by Aviation
$
0

One Procurement Card Administrator funded 100% by new e-Payables program.
$
103,527

One Accounts Payable Technician funded 100% by new e-Payables program.
$
58,511

One Administrative Officer to support the new CMGC Motor Pool. Offset by CMGC Motor
Pool recovery rate
$
0
Performance Measure Highlights
Performance Achievement
FY2014
FY2015
Actual
Actual
New Measure New Measure
in FY2016
in FY2016
FY2016
Target
New Target.
Complete by
September 28,
2015
Demonstrate environmental sustainability in the management
of the City's vehicle fleet, including compressed natural gas,
flex fuel, hybrid, and electric vehicles.
1,000
1,004
Publish
semiannual
report on use of
environmentally
sustainable
vehicles
Increase spending with small, minority and women-owned
enterprises over FY15 year-end through Charlotte Business
INClusion
10.00%
10.63%
Provide Procurement training opportunities to City
departments in partnership with Finance, Accounts Payable,
Human Resources and ODL.
New Measure New Measure
in FY2016
in FY2016
Minimum of 4
trainings/year
Expand billing and payment channels for Solid Waste Services
New Measure New Measure
in FY2016
in FY2016
Provide Billing/
collection
services for
Small Business
Garbage
Fleet Availability by Vehicle Class Grouping per Service Level
agreements with City Departments.
29 of 32
Availability
achieved
32 of 32
Availability SLA
met
Implementation of comprehensive agenda automation.
27 of 32
Availability
achieved
FY2016 & FY2017 Adopted Strategic Operating Plan
112
>10.63%
Other Operating Overview
The following section represents Other Operating costs that do not fall into one of the preceeding sections.
Other Operating includes Non-Departmental Accounts and Financial Partners. Non-Departmentals contain
General Fund expenditures, which are not assigned to a specific Department. The Financial Partner pages
represent the City's partnering with other organizations throughout the community.
The City of Charlotte uses “Non-Departmental” accounts to reflect those services or functions that are not specifically
associated with a particular Department. These functions are grouped into four categories: Financial Partners and Other
Community Agencies, County Administered, Capital Investment, and Other Accounts.
FY2014
Actual
Services Provided
FINANCIAL PARTNERS AND OTHER COMMUNITY
AGENCIES
Arts & Science Council
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
2,940,823
2,940,823
2,940,823
2,940,823
333,977
333,977
333,977
333,977
49,000
50,000
50,000
50,000
2,500
2,500
2,500
2,500
33,358
40,000
0
0
708,731
779,669
579,590
579,590
UNC Chapel Hill School of Government
83,472
87,493
92,737
92,737
NC League of Municipalities
76,242
97,822
98,964
98,964
NCLM - Charlotte Host City
50,000
0
0
0
0
8,250
0
0
US Conference of Mayors
26,216
26,216
26,216
26,216
National League of Cities
32,000
25,490
25,490
25,490
ICMA - Charlotte Host City
50,000
50,000
0
0
NC Metropolitan Coalition
16,225
17,848
19,633
19,633
199,034
141,008
141,008
141,008
0
150,000
0
0
175,542
175,542
175,542
175,542
4,068,389
4,146,969
3,906,890
3,906,890
Supports cultural and arts agencies in the City
Safe Alliance (formerly United Family Services)
Funding for program that provides counseling and guidance
for crime victims and their families
Community Building Initiative
Serves as community resource providing strategic assistance
in addressing race and ethnicity issues
Library
Provides funding for maintenance for the CharlotteMecklenburg Library, contributed according to legal
requirements
Protocol Services
Provides assistance to City officials with regards to visiting
dignitaries and international protocol. (As of FY2016, this
service is provided by the Office of International Relations in
Neighborhood and Business Services.)
City Memberships and Subscriptions
Funds the City's participation in the following organizations:
Alliance for Innovation
Charlotte Regional Partnership
Charlotte Regional Film Commission - CRVA
Centralina Council of Governments
Total Financial Partners and Other Community
Agencies
$
FY2016 & FY2017 Adopted Strategic Operating Plan
113
Non-Departmental Accounts
Services Provided
COUNTY ADMINISTERED
County Storm Water
FY2014
FY2015
FY2016
FY2017
Actual
Revised
Budget
Budget
$
1,631,692
1,664,326
1,631,724
1,680,676
1,300,462
1,826,528
2,185,795
2,251,369
761,800
1,040,865
259,362
267,143
$ 3,693,954
4,531,719
4,076,881
4,199,188
$ 17,795,507
15,662,983
16,241,238
288,000
520,000
552,500
Street Resurfacing
5,419,629
4,261,000
4,261,000
4,261,000
City Storm Water Fee
4,539,291
4,539,291
4,539,291
4,539,291
Capital Support (Pay-As-You-Go Sales Tax)
2,445,362
15,500,000
16,539,822
17,118,716
$ 30,487,789
40,483,274
42,133,851
43,313,500
Provides for the City's payment of its County storm water
fees
Elections Office
Provides the City's share of the normal expenses of the
County Elections Office, per the cost sharing formula in the
City-County Interlocal Agreement. FY2016 includes the
2015 City Elections and FY2017 includes the 2016
presidential election.
County Tax Office
Provides funding for reimbursement of expenses associated
with collecting the City's auto license
Total County Administered
CAPITAL INVESTMENT
Municipal Equipment
Provides a contribution to fund capital outlay via cash and
lease/purchase agreements for capital equipment items
such as police cars, fire trucks, and solid waste trucks.
Municipal Debt-Interest on Investments
Transfers the interest earned on invested assets of the
General Fund, supporting the City's financial policy of
transferring all interest earnings to support the Capital
Program.
Provides supplemental funding to the Powell Bill street
maintenance fund for increased level of street resurfacing.
Provides for a portion of the annual impervious area
payment for storm water services. Impervious areas include
City roads, buildings, parking lots, and sidewalks. The
Powell Bill Fund pays a portion of the total fee for the street
pavement areas.
Transfers sales tax revenues to the Pay-As-You-Go (PAYGO)
Fund to support capital programs funded with cash versus
debt. Sales tax revenues are received in the General Fund
and transferred to the PAYGO Fund.
Total Capital Investment
FY2016 & FY2017 Adopted Strategic Operating Plan
114
16,711,993
682,500
Non-Departmental Accounts
FY2014
Actual
Services Provided
OTHER ACCOUNTS
Street Lighting
Represents electrical operating costs for the City's
street lighting program
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
10,411,113
10,697,617
10,697,617
10,923,887
Charlotte Regional Visitors Authority (CRVA)
Funds the City's general tourism marketing services
contract with CRVA. The amount is based on a
portion of projected collections of the occupancy tax
and a $35,000 City contribution for special events.
3,876,024
4,259,919
4,721,222
4,851,309
Mecklenburg Towns' Tourism Subsidy
Distributes to Mecklenburg County's six towns a
portion of the occupancy and prepared food and
beverage taxes. Annual amount and distribution are
determined per North Carolina State Statute.
2,891,854
2,993,069
3,236,719
3,333,821
Unemployment Insurance Reserve
Provides funding for creation of State mandated
reserve fund for unemployment insurance.
Establishment of the reserve must equate to 1%
payroll and will be established over two fiscal years.
Funding for the reserve is provided within General
Fund fund balance.
0
550,000
Retirement Contingency
Funding provides a compensation contingency for
potential sworn officer and other retirement payouts
in FY2016
0
500,000
Refunds of Multi-Family Solid Waste Fees
Funding provides refund contingency for multifamily collection customers
0
A Way Home Program
The initial allocation of $2 million to support the $10
million A Way Home Program (formerly Rental
Assistance Endowment program) City pledge to the
Foundation for the Carolinas was provided through
the General Fund in FY2014. In FY2015, a second
$2 million allocation was provided in the Pay-AsYou-Go Fund. For FY2016 through FY2019, an
additional $4 million in City contributions are
programmed in the Pay-As-You-Go Fund. Future
City contributions are contingent upon the
Foundation's ability to secure the full private sector
pledge.
Reimbursable Accident Repairs
Provides funding for the repair of accident-damaged
vehicles by third parties. This will be the
responsibility of individual Departments beginning in
FY2016.
2,000,000
158,490
0
0
275,000
FY2016 & FY2017 Adopted Strategic Operating Plan
115
0
0
1,000,000
1,500,000
300,000
300,000
0
0
0
0
Non-Departmental Accounts
FY2014
Actual
Services Provided
OTHER ACCOUNTS (continued)
Charlotte-Mecklenburg Government Center Parking
$
Provides funding for operation, utilities, and maintenance of
the CMGC parking deck. The cost is 39.4% funded by
Mecklenburg County, based on the ratio of the number of
parking spaces.
Business Investment Grants
Provides funding for grants designed to encourage
businesses to invest in targeted areas. Recommendations for
eligible companies are received from the CharlotteMecklenburg Development Corporation, which markets and
administers the program for the City and Mecklenburg
County.
Contributions and Grants
Provides a reserve for any miscellaneous grants or
contributions that may be received during the year. Allows
implementation of the designated project without bringing
relatively small amounts through Council's agenda process.
Any of these projects requiring a locally-funded match will
continue to proceed to Council's agenda for approval.
FY2015
Revised
FY2016
Budget
FY2017
Budget
332,018
358,479
358,479
358,479
2,360,202
2,213,465
2,128,101
2,251,781
300,000
200,000
200,000
0
Road Use Tax
Funds the State tax for all title transfers and new purchases
on City vehicles. Requires 3% of purchase price
272,379
200,000
200,000
200,000
CIAA Men's Basketball Tournament
The City successfully won rights to host the CIAA Men's
Basketball Tournament in FY2006. In 2011, the City received
approval for a three-year award, through 2014. In 2014,
the City received approval for a six-year extension, through
2020.
200,000
300,000
300,000
300,000
City Participation in Regional Grants and
Organizations
The City partners with organizations such as Charlotte
Regional Transportation Planning Organization and also
provides a match for the Unified Planning Work Program
grants for regional transportation planning.
City Council Discretionary Account
Provides Council with a source of funds for unanticipated
projects that may occur during the year that Council may
wish to fund. The account balance as of May 4, 2015, was
$200,000.
Charlotte-Mecklenburg Government Center Rent
Funds building rent for unoccupied areas
Federal Program Representative
Provides the General Fund's share of the contract for local
government liaison with the federal government. Includes
$12,840 for eCivis grant research subscription. The
remaining funding portion is provided by CATS, Charlotte
Water, and Aviation.
396,014
345,000
345,000
345,000
0
200,000
0
0
10,506
10,646
80,236
81,941
122,090
96,840
104,840
FY2016 & FY2017 Adopted Strategic Operating Plan
116
.
104,840
Non-Departmental Accounts
FY2014
Actual
Services Provided
OTHER ACCOUNTS (continued)
Maintenance of Public Spaces
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
153,252
156,317
188,149
191,913
57,059
66,000
67,980
70,019
Provides funding for facility maintenance expenses
for overstreet walkways and other facilities not
assigned to specific departments
Annual Audit
Represents the pro rata amount charged to the
General Fund for the annual audit
CityLYNX Gold Line Operations
In FY2015, the first half year of funding for the
operating cost of Phase 1 of the CityLYNX Gold Line
was provided through the General Fund. Beginning
in FY2016, the first full year of Phase 1 operations,
funding of approximately $1.5 million per year for
operating costs will be provided through the newly
established Pay-As-You-Go Transit Investment Fund.
0
750,000
0
0
Zoning Ordinance Update
Provides the initial year of funding to update,
modernize, and increase customer ease of use,
consistent with today's urban design environment.
The entire update to the Zoning Ordinance is
estimate at $1.1 million over four years and will be
funded from capital reserves appropriated in FY2015.
0
400,000
0
0
Citizens Review Board
Funds operating expenses for the volunteer citizens
committee, which reviews police-related incident
complaints
30,766
20,000
20,000
20,000
2,102,978
1,994,717
1,851,996
1,915,233
3,400
3,400
3,400
3,400
$ 22,423,920
26,190,469
77,388,917
25,803,740
75,921,362
26,951,623
78,371,200
Synthetic Tax Increment Grant
Provides funding from the equivalent of property tax
revenues generated from private/public investment
to support economic development projects as
approved by Council:
FY2016
FY2017
1,291,230
1,291,230
Cultural Facilities
560,766
624,003
External Agreements
1,851,996
1,915,233
Total
City Burials
Funds burials in City-owned cemeteries for indigent
citizens
Total Other Accounts
Total Non-Departmental Accounts
$ 69,772,422
FY2016 & FY2017 Adopted Strategic Operating Plan
117
Financial Partner Summary
Financial Partners are contracted by the City of Charlotte to provide specific services. The types of
financial partnerships are diverse and include partnerships that: support key areas of focus for the
City, such as Charlotte-Mecklenburg Housing Partnership; partnerships that contribute to
community enrichment, such as the Arts & Science Council; and partners that complement
departmental service needs such as Safe Alliance.
There are four primary funding categories of Financial Partners – General Fund Discretionary, Dedicated
Revenue Sources, Federal Grant Funds, and Pay-As-You-Go (PAYGO):

General Fund Discretionary – this includes direct discretionary allocations from the General Fund

Dedicated Revenue Sources – these partners receive allocations from sources such as Food &
Beverage Sales Tax and Municipal Service District Tax

Federal Grant Funds – funded by federal programs such as Community Development Block Grants
(CDBG) and Housing Opportunities for Persons With AIDS (HOPWA)

PAYGO – funded by the Innovated Housing portion with the PAYGO fund for services such as
housing and community development as well as crisis assistance
Some Financial Partners receive a combination of federal and PAYGO funds, such as Out of School Time
Partners and the Charlotte-Mecklenburg Housing Authority.
New Financial Partner Funding
Economic Opportunity Task Force
The Foundation for the Carolinas’ “Economic Opportunity Task Force” is funded at a level of
$100,000 from the PAYGO fund. This initiative is borne out of a recent Harvard University study
that ranked Charlotte at the bottom among the country’s 50 largest cities for economic mobility.
This contribution is anticipated to be time-limited (i.e. not ongoing annually).
Out of School Time Partners
Agencies that deliver after school enrichment activities participate in a Request for Proposal (RFP)
process. The review and funding process includes recommendations from the City Council’s
Economic Development & Global Competitiveness Committee and Budget Committee, which were
subsequently approved by full City Council. FY2016 begins the first year of a two-year contract
period. As a result of the FY2016 and FY2017 RFP process, there are two new Financial Partners:
Behailu Academy and Bethlehem Center. The total annual Out of School Time Partner funding of
$979,934 maximizes the eligible CDBG allocation of $815,007. The remaining funding of
$164,927 is funded by the PAYGO program. The individual Out of School Time Partner funding
llevels are found on subsequent pages.
Changes to Existing Financial Partners Funding
General Fund Discretionary

All agencies are held flat at their FY2015 level

The Film Commission funding of $150,000 is transferred from the General Fund to the Tourism
Fund, resulting in a savings to the General Fund of $150,000
Dedicated Revenue Sources

The two agencies providing services to the Municipal Service Districts – Charlotte Center City
Partners and University City Partners – are budgeted at the revenue projection level provided by
the County Tax Assessor’s Office; due to the decline in property valuations, revenues are
anticipated to be 12% below FY2015

The Charlotte Regional Visitors Authority budget increases by 9%, consistent with revenue
projections for the Occupancy Tax and Food & Beverage Tax
Federal Grant Funds

Agencies that receive partial or full funding from federal grants are budgeted to receive the full
eligible federal allocation (the PAYGO portion is held flat at the FY2015 level)
PAYGO Funds

Agencies that receive 100% PAYGO funding are held flat at the FY2015 level
FY2016 & FY2017 Adopted Strategic Operating Plan
118
Financial Partner Summary


For agencies that receive a portion of PAYGO funds, this component is held flat at the FY2015
level (the federal portion is allocated at the full eligible allocation)
Due to reduced funding requests from agencies that received PAYGO funds, there is a savings of
$406,157 compared to FY2015
The individual Financial Partner funding levels are found on the following page.
FY2016 & FY2017 Adopted Strategic Operating Plan
119
Financial Partner Summary
General Fund Discretionary
FY2014 Actual
Arts & Science Council
$
FY2015 Revised
FY2016 Budget
FY2017 Budget
Change
2,940,823
2,940,823
2,940,823
2,940,823
Charlotte Regional Partnership
Community Building Initiative
199,034
49,000
141,008
50,000
141,008
50,000
141,008
50,000
0.0
0.0
Safe Alliance
Charlotte Regional Visitors
Authority - Film Commission
333,977
333,977
333,977
333,977
0.0
0
150,000
0
0
-100.0
3,522,834
3,615,808
3,465,808
3,465,808
TOTAL
$
Dedicated Revenue Sources
Charlotte Center City Partners
FY2014 Actual
$
University City Partners
Charlotte Regional Visitors
Authority
Charlotte Regional Visitors
Authority - Film Commission
TOTAL
$
100% Federal Grant Funds
$
Charlotte Family Housing
TOTAL
$
100% PAYGO Funds
$
Crisis Assistance Ministry
YMCA Community Development
TOTAL
$
Federal & PAYGO Funds
$
Charlotte-Mecklenburg Housing
Partnership, Inc. - House Charlotte
TOTAL
$
Out of School Time Partners
Citizen Schools
4,000,022
678,934
734,123
643,792
643,792
-12.3
11,499,500
12,467,298
13,597,941
13,597,941
9.1
0
0
150,000
150,000
100.0
16,145,767
17,756,891
18,391,755
18,391,755
FY2015 Revised
FY2016 Budget
FY2017 Budget
1,060,917
1,640,862
1,640,862
200,000
330,000
330,000
330,000
1,030,903
1,390,917
1,970,862
1,970,862
FY2015 Revised
FY2016 Budget
-12.2%
3.6%
Change
830,903
FY2017 Budget
54.7%
0.0
41.7%
Change
450,000
450,000
450,000
450,000
0.0%
380,000
380,000
380,000
380,000
0.0
-100.0
48,699
48,699
0
0
878,699
878,699
830,000
830,000
FY2015 Revised
FY2016 Budget
FY2017 Budget
1,960,000
1,960,000
1,960,000
231,000
231,000
231,000
231,000
2,191,000
2,191,000
2,191,000
2,191,000
FY2015 Revised
FY2016 Budget
-5.5%
Change
1,960,000
FY2014 Actual
$
Change
4,000,022
FY2014 Actual
Charlotte-Mecklenburg Housing
Partnership, Inc. - Affordable
Housing
FY2017 Budget
4,555,470
FY2014 Actual
Community Link
FY2016 Budget
-4.1%
3,967,333
FY2014 Actual
Carolinas Care Partnership
FY2015 Revised
0.0%
FY2017 Budget
0.0%
0.0
0.0%
Change
0
306,342
200,000
200,000
-34.7%
Greater Enrichment Program
400,000
350,000
200,000
200,000
-42.9
Police Activities League
287,410
287,410
200,000
200,000
-30.4
YWCA
307,000
158,826
200,000
200,000
25.9
0
0
113,934
113,934
100.0
Bethlehem Center
Behailu Academy
Above and Beyond Students
Youth Development Initiative
First Baptist Church West
TOTAL
$
0
0
66,000
66,000
100.0
124,158
110,358
0
0
-100.0
0
94,710
0
0
-100.0
81,432
0
0
0
0.0
1,200,000
1,307,646
979,934
979,934
FY2016 & FY2017 Adopted Strategic Operating Plan
120
-25.1%
Summary Statistics and Schedules
The Summary Statistics & Schedules Section represents summary data for various pieces of the City
Budget. Below is a listing of the various information provided in this section:
Listing of Schedules
1
Fund Descriptions - Major Governmental Funds
2
Fund Descriptions - Non-Major Governmental Funds
3
Citywide Summary of Tax Levies
4
Summary of Position Allocations
5
Summary of Expenditures (Citywide)
6
Summary of Expenditures - General Fund
7
Summary of Revenues - General Fund
8
Summary of Fund Balances
9
Aviation Operating Funds (Summary of Revenues and Expenditures)
10 Aviation Debt Service Funds-Consolidated (Summary of Revenues and Expenditures)
11 Water and Sewer Operating Fund (Summary of Revenues and Expenditures)
12 Consolidated Water and Sewer Debt Service Funds (Summary of Revenues and Expenditures)
13 Charlotte Area Transit System Operating Fund (Summary of Revenues and Expenditures)
Charlotte Area Transit System Debt Service Consolidated (Summary of Revenues and
14
Expenditures)
15 Storm Water Operating Fund (Summary of Revenues and Expenditures)
16 Storm Water Debt Service Fund (Summary of Revenues and Expenditures)
17 Municipal Debt Service Fund (Summary of Revenues and Expenditures)
18 Convention Center Tax Fund (Summary of Revenues and Expenditures)
19 Convention Center Debt Service Fund (Summary of Revenues and Expenditures)
20 Hall of Fame Tax Fund (Summary of Revenues and Expenditures)
21 Hall of Fame Debt Service Fund (Summary of Revenues and Expenditures)
22 Tourism Operating Fund (Summary of Revenues and Expenditures)
23 Tourism Debt Service Fund (Summary of Revenues and Expenditures)
24 Cultural Facilities Debt Service Fund (Summary of Revenues and Expenditures)
25 Powell Bill Fund (Summary of Revenues and Expenditures)
26 Public Safety and Other Grants Fund (Summary of Revenues and Expenditures)
27 Public Safety 911 Services Fund (Summary of Revenues and Expenditures)
Neighborhood & Business Services Consolidated Grants (Summary of Revenues and
28
Expenditures)
29 Risk Management Fund
30 Consolidated Municipal Service Districts
31 Municipal Service Districts
32 Synthetic Tax Increment Grants
FY2016 & FY2017 Adopted Strategic Operating Plan
121
Summary Statistics and Schedules
Fund Descriptions – Major Governmental Funds
Funds are accounting groups that the City uses to keep track of specific sources of funding
and spending for particular purposes. Some funds are required by State Statutes. Other
funds are established to control and manage resources designated for specific purposes.
The City uses three types of funds:
1. Governmental Funds – Most of the City’s basic services are included in governmental
funds, which focus on (1) the flow in and out of cash and other financial assets that
can readily be converted to cash and (2) the balances left at year-end that are
available for spending. These funds are reported using the modified accrual
accounting basis and a current financial resources measurement focus.
The City adopts an annual budget for the General Fund, as required by State
Statutes. A budgetary comparison statement is presented in the Comprehensive
Annual Financial Report for the General fund using the City’s budgetary basis of
accounting.
Major Governmental Funds include:
− General Fund - This is the City’s primary operating fund. It accounts for all
financial resources of the general government, except those required to be
accounted for in another fund.
− Debt Service - This fund accounts for the resources accumulated and payments
made for principal and interest on debt of governmental activities.
− Capital Projects - This fund accounts for financial resources, primarily proceeds
from bonds, other financing agreements and taxes, used for the acquisition,
construction, and improvement of capital equipment and facilities.
2. Proprietary Funds – Services for which the City charges customers a fee are
generally reported in proprietary funds. Proprietary funds provide both long- and
short-term financial information. The City uses two types of proprietary funds:
o Enterprise funds are the same as the business-type activities, but provide
more detail and additional information, such as cash flows.
Major Enterprise Funds include:
− Water and Sewer - This fund accounts for the operation of CharlotteMecklenburg Utility Department, provider of water and wastewater
services.
− Storm Water - This fund accounts for the operation of Charlotte Storm
Water Services, administrator of storm water programs and policies.
− Airport - This fund accounts for the operation of the Charlotte/Douglas
International Airport.
− Public Transit - This fund accounts for the operation of the Charlotte Area
Transit System, provider of public mass transportation.
o
Internal service funds are used to report activities that provide supplies and
services for the City’s other programs and activities. Internal service activities
FY2016 & FY2017 Adopted Strategic Operating Plan
122
Summary Statistics and Schedules
predominately benefit governmental rather than business-type activities.
These funds account for:
− The general insurance program of the City, as well as risk
management services provided, on a cost-reimbursement basis, to
other governmental units and agencies in Mecklenburg County, and
− Funds contributed by the City and its employees for health and life
benefits.
3. Fiduciary Funds – The City is the trustee, or fiduciary, for the Firefighters’ Retirement
System and the Employee Benefit Trust. The City is responsible for ensuring that the
assets reported in these funds are used for their intended purposes. The City cannot
use these assets to finance its operations. These funds account for:
o Resources accumulated for the provision of benefit payments to the Charlotte
Firefighters’ Retirement System members and their beneficiaries, and
o Resources accumulated for the provision of other postemployment benefit
payments for retirees and their beneficiaries.
FY2016 & FY2017 Adopted Strategic Operating Plan
123
Summary Statistics and Schedules
Fund Descriptions – Non-Major Governmental
Funds
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources (other than
funding for major capital projects) that are restricted to expenditures for specified purposes.
•
Convention Center Tax Fund – Accounts for room occupancy and prepared food and beverage
tax revenues to be used for convention and tourism purposes, including debt service,
maintenance and operation of convention center facilities, and promotion of tourism.
•
Tourism Fund – Accounts for room occupancy and other tax revenues to be used for tourism
purposes.
•
Hall of Fame Tax Fund – Accounts for room occupancy tax and private contribution revenues
to be used for the NASCAR Hall of Fame.
•
Municipal Services District Fund – Accounts for property tax on property within designated
Municipal Services Districts to be used to enhance economic vitality and quality of life within
the districts.
•
Public Safety and Other Grants Fund – Accounts for federal and state grants to be used for
public safety, including police, fire and emergency management, and other governmental-type
activities.
•
Neighborhood Development Fund – Accounts for federal grants to be used for neighborhood
activities which develop viable urban communities providing adequate housing and economic
opportunities, principally for persons of low and moderate income.
•
Employment and Training Fund – Accounts for federal grants to be used for activities providing
comprehensive employment and training services to enable individuals to secure and retain
employment at their maximum capacity.
•
Stimulus Grants Fund – Accounts for American Recovery and Reinvestment Act (ARRA) grants
to be used for governmental-type activities.
•
State Street Aid Fund – Accounts for motor fuel taxes distributed by the State on the basis of
local street mileage and population to be used for maintenance, repair, and construction of
streets and highways.
•
Emergency Communications Fund – Accounts for revenues remitted by the NC 911 Board from
service charges imposed on voice communications service connections to be used for the
operation and enhancement of the 911 system.
Permanent Fund
A Permanent Fund is used to report resources that are legally restricted to the extent that only
earnings, not principal, may be used.
•
Perpetual Care Fund – Accounts for monies held by the City for cemetery maintenance.
FY2016 & FY2017 Adopted Strategic Operating Plan
124
Summary Statistics and Schedules
Debt Service Fund
The Debt Service Fund is used to account for the accumulation of resources and the payment of
principal, interest, and related costs for all long-term debt other than debt issued for and serviced by
business-type activities.
Capital Projects Fund
The Capital Projects Fund accounts for financial resources, primarily bond proceeds and property
taxes, used for the acquisition, construction, or improvement of capital assets.
Enterprise Funds
Enterprise Funds are used to account for operations that charge a fee for service to customers similar
to private business enterprises. The City has four enterprise operations.
•
Water and Sewer Fund – Accounts for the operation of Charlotte-Mecklenburg Utilities
Department, provider of water and wastewater services.
•
Storm Water Fund. Accounts for the operation of Charlotte Storm Water Services,
administrator of storm water programs and policies.
•
Airport Fund. Accounts for the operation of the Charlotte/Douglas International Airport.
•
Public Transit Fund. Accounts for the operation of the Charlotte Area Transit System, provider
of community-wide public transportation services.
Internal Service Funds
Internal Service Funds are used to account for centralized services provided to City departments and
other governmental units and agencies on a cost-reimbursement basis.
•
Risk Management Fund – Accounts for the general insurance program, claim, and loss control
services for the City as well as services provided, on a cost-reimbursement basis to other
governmental units and agencies in Mecklenburg County.
•
Employee Health and Life Fund – Accounts for funds contributed by the City and employees for
health and life benefits.
FY2016 & FY2017 Adopted Strategic Operating Plan
125
Citywide Summary of Tax Levies
FY2014
Actual
Citywide Assessed Valuation
Assessed Property Value
$
90,633,781,000
FY2015
Revised
89,604,350,473
FY2016
Budget
91,992,101,515
FY2017
Budget
93,831,943,545
Citywide Tax Rate Per $100 Valuation
Fund
General
0.3600
0.3600
0.3741
0.3741
Municipal
0.0650
0.0967
0.0926
0.0926
Pay-As-You-Go
0.0120
0.0120
0.0120
0.0120
0.4370
0.4687
0.4787
0.4787
0.9720
0.9720
0.9750
0.9750
Total City-wide Tax Rate
Collection Rate
All Funds
Citywide Tax Levy*
Fund
General
Municipal Debt Service
Pay-As-You-Go
Total Citywide Tax Levy
$
* Levy includes estimated rebates
$
323,162,672
57,145,978
10,551,366
390,860,016
318,097,150
85,655,762
10,603,238
414,356,150
333,138,890
84,096,976
10,912,476
428,148,342
339,531,668
85,525,420
11,010,156
436,067,244
Municipal Service Districts
Rates Per $100 in Valuation
District
District
District
District
District
1
2
3
4
5
-
Center City
Center City
Center City
South End
University City
0.0168
0.0233
0.0358
0.0668
0.0279
0.0168
0.0233
0.0358
0.0668
0.0279
0.0168
0.0233
0.0358
0.0668
0.0279
0.0168
0.0233
0.0358
0.0668
0.0279
Municipal Service Districts
Assessed Valuation
District
District
District
District
District
1
2
3
4
5
-
Center City
Center City
Center City
South End
University City
$
7,867,432,273
3,260,141,406
3,609,775,266
1,159,716,580
2,361,190,543
8,977,046,766
3,493,805,469
4,548,845,491
1,101,812,066
2,707,063,640
7,701,402,881
3,311,871,720
3,441,770,592
1,223,942,505
2,373,968,211
FY2016 & FY2017 Adopted Strategic Operating Plan
126
7,701,402,881
3,311,871,720
3,441,770,592
1,223,942,505
2,373,968,211
Summary of Position Allocation by Fund
FY2015
Revised
Full-time
Equivalent
Positions
Departments
FY2015
Revised
Total
Positions*
FY2016
Full-time
Equivalent
Positions
FY2016
Budget
Total
Positions*
FY2017
Full-time
Equivalent
Positions
FY2017
Budget
Total
Positions*
Total
Position
Change
FY2015 to
FY2016
Police
2,307.50
2,358.00
2,308.50
2,359.00
2,317.50
2,368.00
1.00
Fire
1,172.00
1,180.00
1,166.00
1,167.00
1,166.00
1,167.00
(13.00)
Solid Waste Services
302.00
309.00
302.00
302.00
302.00
302.00
(7.00)
Transportation
431.50
433.50
408.75
408.75
408.75
408.75
(24.75)
Neighborhood & Business Services
145.00
146.00
137.00
137.00
137.00
137.00
(9.00)
Engineering & Property Management
322.00
326.50
325.00
325.00
325.00
325.00
(1.50)
Planning
65.00
66.00
56.00
56.00
56.00
56.00
(10.00)
Mayor & City Council
21.00
21.00
21.00
21.00
21.00
21.00
0.00
City Attorney
28.50
29.00
27.00
27.00
27.00
27.00
(2.00)
6.00
6.50
6.00
6.00
6.00
6.00
(0.50)
12.00
13.00
11.00
12.00
11.00
12.00
(1.00)
10.00
13.00
10.00
13.00
10.00
13.00
0.00
City Clerk
City Manager:
Community Relations Committee
Corporate Communications & Marketing
19.00
19.00
19.00
19.00
19.00
19.00
0.00
133.00
133.00
113.75
113.75
113.75
113.75
(19.25)
36.00
37.50
36.00
36.00
36.00
36.00
(1.50)
134.00
137.25
130.00
131.00
130.00
131.00
(6.25)
Administrative Management
14.00
14.00
14.00
14.00
14.00
14.00
0.00
Charlotte Business INClusion Office
11.00
11.00
11.00
11.00
11.00
11.00
0.00
Finance Office
98.00
99.50
98.00
98.00
98.00
98.00
(1.50)
CharMeck 311
Human Resources
Innovation & Technology
Management & Financial Services:
Fleet Management
122.00
122.50
119.00
119.00
119.00
119.00
(3.50)
Internal Audit
10.00
10.50
9.00
9.00
9.00
9.00
(1.50)
Office of Strategy & Budget
12.00
12.00
12.00
12.00
12.00
12.00
0.00
5,411.50
5,497.75
5,340.00
5,396.50
5,349.00
5,405.50
(101.25)
Charlotte Water
796.00
799.75
822.00
822.00
822.00
822.00
22.25
Aviation
454.00
493.00
503.00
520.50
534.00
551.50
27.50
Storm Water
108.00
108.00
124.00
124.00
124.00
124.00
16.00
Charlotte Area Transit System
384.75
406.75
419.75
441.75
481.75
503.75
35.00
28.00
28.00
28.00
28.00
28.00
28.00
0.00
Total Enterprise Fund
1,770.75
1,835.50
1,896.75
1,936.25
1,989.75
2,029.25
100.75
Total All Funds
7,182.25
7,333.25
7,236.75
7,332.75
7,338.75
7,434.75
(0.50)
Total General Fund
Risk Management
*Note: "Total Positions" include Temporary Staffing
Temporary Staffing
Staffing
Change
FY2015 to
FY2016
FY2015
FY2016
FY2017
General Fund
86.25
56.50
56.50
(29.75)
Enterprise Fund
64.75
39.50
39.50
(25.25)
151.00
96.00
96.00
(55.00)
Total Temporary Staffing
FY2016 & FY2017 Adopted Strategic Operating Plan
127
Summary of Expenditures
(Net of Transfers)
FY2016
Fund / Activity
Operating
General
$
520,957,216
Aviation
144,737,686
Water and Sewer
122,807,122
Charlotte Area Transit System
119,041,001
Storm Water Utility
13,822,605
Debt Service
243,248,140
Powell Bill
23,141,993
Convention Center
20,090,919
NASCAR Hall of Fame
3,800,000
Public Safety and Other Grants
7,106,054
Public Safety 911 Services
2,317,076
Neighborhood & Business Svcs Grants
10,744,137
Municipal Service Districts
4,643,814
Risk Management
1,461,588
Tourism Operating
2,108,731
Pay-As-You-Go (Transit Investment
663,686
Fund)
Pay-As-You-Go (General)
18,734
General CIP
0
Total Budget
$ 1,240,710,502
Percent
Change
1.5%
12.4
2.3
4.2
5.9
-12.3
3.3
-3.9
26.7
-1.0
-31.1
21.3
-12.2
0.7
5.4
0.0
-97.1
0.0
-0.1%
Percent
Change
Capital
0
269,306,085
103,200,400
384,850,688
59,650,000
0
0
0
0
0
0
0
0
0
0
0
0
62,195,355
879,202,528
0.0%
5.4
-3.5
86.9
12.4
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Total
520,957,216
414,043,771
226,007,522
503,891,689
73,472,605
243,248,140
23,141,993
20,090,919
3,800,000
7,106,054
2,317,076
10,744,137
4,643,814
1,461,588
2,108,731
663,686
0.0
18,734
-73.2
62,195,355
3.0% 2,119,913,030
Percent
Change
1.5%
7.8
-0.4
57.4
11.1
-12.3
3.3
-3.9
26.7
-1.0
-31.1
21.3
-12.2
0.7
5.4
0.0
-97.1
-73.2
1.2%
Adjusting the City's Funds to "net of transfers" eliminates the presentation of duplicate expenditures. For example, the payment to be made by
the Aviation Fund for fire protection services provided to the Airport during FY2016 by the General's Fire Department, which totals $5,224,508
is not included in the General Fund amount above; rather, it is included in the Aviation Fund above as a cost of providing Airport services for
the fiscal year.
The City utilizes internal service funds to manage its two self-funded insurance funds; Risk and Loss and Workforce Group Insurance. These
two funds are supported with charges to each operating fund above, and the charges for each are reflected within these operating funds. For
FY2016, the total budget included in the above Operating Fund is:
Risk and Loss at $19,930,094; Workforce Group Insurance at $62,512,881; Totaling to $82,442,975
FY2016 & FY2017 Adopted Strategic Operating Plan
128
Summary of Expenditures
General Fund
(Gross Expenditures)
Department
Percent
Change
FY2015
FY2016
FY2014
Actual
FY2015
Revised
FY2016
Budget
214,517,582
222,236,394
227,035,628
2.2%
107,440,929
110,140,486
112,626,341
2.3
Solid Waste
46,226,801
48,709,935
52,431,227
7.6
Transportation
21,489,243
23,331,434
23,907,473
2.5
Engineering & Property Management
18,287,858
20,020,742
18,182,541
-9.2
Neighborhood & Business Services
11,165,263
12,218,420
12,213,190
0.0
Planning
5,250,621
5,643,972
5,696,730
0.9
Mayor & City Council
1,713,976
1,516,663
1,488,752
-1.8
City Attorney
2,459,896
2,458,427
2,482,082
1.0
513,278
550,174
560,171
1.8
13,078,499
14,582,316
13,862,797
-4.9
21,198,392
22,711,859
24,576,112
8.2
18,595,625
19,972,232
19,615,696
-1.8
3,946,980
4,221,143
4,227,630
0.2
86,963,752
77,388,917
75,921,362
-1.9
572,848,695
585,703,114
594,827,732
Police
$
Fire
City Clerk
City Manager's Office
Innovation & Technology
1
Management & Financial Services
Human Resources
Non-Departmentals
Total General Fund Expenditures
$
1
1.6%
The Management & Financial Services Department was created in FY2015 using existing resources. The
Department is the result of the combination of the Finance Department, Budget & Evaluation, Shared Services
Department, Charlotte BusinessINClusion (formerly a division of the Neighborhood & Business Services
Department), and Internal Audit (formerly a division of the City Manager's Office). FY2014 and FY2015
figures have been restated to show previous expenses of the current divisions of the Management & Financial
Services Department.
FY2016 & FY2017 Adopted Strategic Operating Plan
129
Summary of Revenues
Major General Fund Revenue Sources
A balanced budget requires that anticipated revenues equal budgeted expenditures. In concurrence with best
practices in budgeting, anticipated revenue is the key driver of the budget development process. The City’s
revenue forecasting philosophy has always been conservative, and it is no different for FY2016. Economic
forecasting is not an exact science and at times relies upon the best professional judgment of the forecaster.
To reduce the risks of misjudging revenues or expenditures, the City analyzes as many factors as possible
that may contribute to changes in revenue and expenditures, such as population growth, property
values, development and the economy.
The following outlines the major revenue sources in the City’s General Fund and the accompanying general
assumptions.
The General Fund budget for FY2016 totals $594,827,733. There is a revenue increase of $8.9 million (or
1.8%) over the revised FY2015 Budget. The increase in revenues for the City’s General Fund budget is the
result of a projected growth in the local option sales tax receipts of 10.6% and a projected 4.6% increase in
property tax collections. The City’s general fund tax rate of 37.41¢ per $100 valuation is an increase of 1.41¢,
of which 0.41¢ was transferred from existing capacity in the Municipal Debt Service Fund. The additional 1.00¢
tax adjustment was part of a balanced approach to offset an $18.1 million tax cut to businesses, mandated by
the General Assembly. In addition, the recently completed review by Mecklenburg County of the 2011
Property Assessment Revaluation resulted in much sharper property value declines at the end of the project
than had been previously projected. For FY2016, the City has estimated revenues conservatively using
information provided by the North Carolina League of Municipalities, statistical trends, and other local factors.
Property Taxes: The General Fund budget is balanced with a property tax rate of 37.41¢ per $100
valuation. This will yield $340.0 million in total current and prior year ad valorem tax revenue based on an
average real and personal property collection rate of 97.5%. This represents a $15.0 million revenue increase
over FY2015. The tax base used in this budget preparation represents a total property valuation of $92.0
billion (including motor vehicles). One cent on the City’s tax rate produces $8.9 million in revenue, after the
City’s estimated collection rate is applied. This rate is the second lowest of the five largest cities in the State.
Sales Taxes: The general fund is projected to collect $88.8 million in sales tax revenue in FY2016, an $8.5
million (or 10.6% increase) over FY2015. Local sales taxes levied by the City and County comprise 2.50% of
the total 7.25% sales tax paid on retail sales in North Carolina. The local sales tax portion consists of a 1cent tax that was first levied in 1967, a ½-cent tax levied in 1983, a ½-cent tax levied in 1986, and an
additional ½-cent that was levied in 1998 to support the transit system. Effective October 1, 2008, the State
took over one quarter cent of the Article 44 local option sales tax. The City will be completely reimbursed for
the loss of this revenue with hold harmless payments. The State of North Carolina collects the sales taxes and
distributes them to the local units.
Utility Franchise Tax: As of July 1, 1999, each city’s share of the utility franchise fee is based on actual
receipts from companies that provide electricity. The State levied a 3.22% franchise tax on the total gross
receipts of all businesses within the State that provide electricity. An amount equal to 3.09% of the total gross
receipts of electricity service derived from the sale within any municipality was distributed to the municipality in
which these gross sales are made. These funds were collected by the State and were distributed to the City
based on the actual receipts from the providers for services provided within the city limits. On July 1, 2014, the
State imposed a sales tax on electricity and piped natural gas, which replaced the previously collected Utilities
Franchise Tax. This revenue source is projected to be $41.8 million in FY2016, which represents an increase of
$2.8 million (or 10.6%) over FY2015.
Business Privilege License: Each business activity operating within the City limits was required to purchase
a privilege license to conduct such business. These taxes were a revenue measure provided to cities by the
North Carolina General Statutes. This revenue source was projected to be $18.1 million in FY2015. The
State General Assembly has eliminated this tax effective July 1, 2015.
Solid Waste Services Fee: The City collects a single family residential solid waste fee of $25 and a multifamily fee of $25 to offset the cost of the solid waste system. The single family residential fee was decreased
by $22, from FY2015. The multi-family fee was increased by $1, from FY2015. This revenue source is
projected to be $9.3 million in FY2016, which represents a decrease of $3.0 million (or -24.2%) under
FY2015.
FY2016 & FY2017 Adopted Strategic Operating Plan
130
Summary of Revenues
General Fund
The following provides a line item detail and year-to-year comparison of all budgeted general fund revenues.
PROPERTY TAX
Property Tax - Current Year Base
Property Tax - Synthetic TIG Properties
Prior Year
Rebates
Penalties
Interest
Rebates of Listing Penalties
Total
SALES TAX
Sales - Article 39 (1.0%)
Sales - Article 42 (0.5%)
Sales - Article 44/Hold Harmless (0.5%) *
Total
UTILITIES FRANCHISE TAX
Utility Franchise
Total
POLICE SERVICES
Law Enforcement Services - County
Small Town Service Fees
School Resource Officers - School Board
Total
TAX REIMBURSEMENTS
Beer & Wine Tax
State Waste Disposal Tax
Total
FY2014
Actual
FY2015
Revised
327,802,971
317,913,857
2,583,293
4,800,000
(2,400,000)
590,000
1,500,000
(8,000)
324,979,150
333,127,694
2,411,196
4,800,000
(2,400,000)
590,000
1,500,000
(8,000)
340,020,890
4.8%
-6.7
0.0
0.0
0.0
0.0
0.0
4.6%
$
46,692,426
22,796,059
8,655,567
78,144,052
47,912,806
23,300,000
9,100,000
80,312,806
52,977,864
25,763,138
10,061,998
88,803,000
10.6%
10.6
10.6
10.6%
$
$
38,914,921
38,914,921
39,000,000
39,000,000
41,820,000
41,820,000
7.2%
7.2%
$
13,786,581
87,019
4,586,626
18,460,226
14,497,899
337,403
4,892,385
19,727,687
15,301,995
337,403
4,786,565
20,425,963
5.5%
0.0
-2.2
3.5%
3,393,035
485,000
3,878,035
3,551,235
480,000
4,031,235
4.7%
-1.0
4.0%
9,327,591
9,327,591
-24.2%
-24.2%
$
321,235,372
1,927,300
0
0
1,297,265
3,343,034
$
$
$
$
$
3,348,369
429,115
3,777,484
SOLID WASTE FEE
Refuse Disposal Fees
Total
$
$
12,227,654
12,227,654
12,300,000
12,300,000
BUSINESS PRIVILEGE LICENSES
Business Privilege Licenses
Total
$
$
8,519,537
8,519,537
18,100,000
18,100,000
$
3,694,569
0
(7,305)
177,920
525,314
994,081
13,780
1,023,925
0
0
425,923
95,352
7,581,314
3,162,089
94,005
40,519
17,821,486
2,850,000
750,000
(48,000)
228,480
601,800
1,147,785
15,450
1,034,290
2,960
100
431,322
100,000
7,755,768
2,919,090
109,164
24,850
17,923,059
OTHER REVENUES
Licenses and Permits
Motor Vehicle Licenses
Motor Vehicle Licenses (CityLYNX Gold Line)
Motor Vehicle Licenses - Rebates
Animal Licenses - Fertile
Animal Licenses - Spay/Neuter
Fire Plan Review Fees
Vehicle Licenses - City Billed
Fire Permits
Tryon Mall Vendor Fees
Security Dog Licenses
Vehicle for Hire Fees and Permits
Carrier Franchise Fees
Video Programming (Cable Franchise) Fees
Development Plan Review Fees
Sexually Oriented Businesses Licenses
Parking and Parade Permits
Total
* 0.25% pt of delivery + 0.25% per capita
Percent Change
FY2015
FY2016
FY2016
Budget
$
FY2016 & FY2017 Adopted Strategic Operating Plan
131
0
0
2,850,000
0
(48,000)
228,480
601,700
1,261,650
15,450
1,731,735
0
100
444,262
100,000
7,873,122
3,646,130
113,065
35,000
18,852,694
-100.0%
-100.0%
0.0%
100.0
0.0
0.0
0.0
9.9
0.0
67.4
-100.0
0.0
3.0
0.0
1.5
24.9
3.6
40.8
5.2%
Summary of Revenues
General Fund
FY2014
Actual
Fines, Forfeits and Penalties
Vehicle for Hire Penalties
Housing Code Violations
Parking Citations
Parking Citation Penalties
Security Alarm Fines
Fire Citation Fines
Fire Citation Penalties
Zoning Enforcement Fines
Court Assessment Crime Lab
Privilege License Penalties
Animal License Penalties
Animal Citation Penalties
Grading Permit Penalties
Court Costs - Superior
Court Awards - Fair Housing Settlements
Court Awards - Vice & Narcotics
Animal License Late Fees
Total
FY2016
Budget
Percent Change
FY2015
FY2016
27,675
42,989
665,042
61,718
481,530
60,365
0
64,311
115,482
668,649
60,140
24,594
16,950
163,021
0
80
75,959
2,528,505
21,000
25,000
765,000
80,000
450,000
16,000
300
40,000
215,000
750,000
51,500
25,712
15,000
200,000
70
100
91,620
2,746,302
21,000
30,000
800,000
80,000
500,000
60,000
0
51,500
130,000
600,000
51,500
25,712
15,000
160,000
0
50
80,000
2,604,762
0.0%
20.0
4.6
0.0
11.1
275.0
-100.0
28.8
-39.5
-20.0
0.0
0.0
0.0
-20.0
-100.0
-50.0
-12.7
-5.2%
$
3,016,449
1,389,945
91,950
484,500
738,593
2,527,520
589,362
132,659
13,371
832,786
20,603
3,600,000
1,857,399
91,950
484,500
773,167
2,483,090
752,747
175,000
21,218
707,718
3,358,105
1,987,177
91,950
484,500
800,367
2,339,984
772,132
251,620
21,855
-6.7%
7.0
0.0
0.0
3.5
-5.8
2.6
43.8
3.0
-100.0
0.0
Total
$
9,837,738
10,946,789
10,107,690
-7.7%
Federal and State Shared Revenues
ABC Stores Revenue
Total
$
$
2,627,426
2,627,426
2,502,325
2,502,325
2,923,022
2,923,022
16.8%
16.8%
$
486,450
572,043
849,344
621,784
2,000
377,952
25,490
0
791
5,127
385,099
0
(4,550)
20,933
906,383
564,102
1,277,987
6,090,935
508,153
700,000
892,775
512,925
400
269,775
25,675
0
5,000
4,000
350,000
0
0
19,895
1,148,500
561,196
1,221,496
6,219,790
607,204
1,830,534
892,775
864,565
2,400
348,860
62,525
94,834
0
4,000
360,275
100,000
0
19,895
950,000
618,000
1,221,496
7,977,363
19.5%
161.5
0.0
68.6
500.0
29.3
143.5
100.0
-100.0
0.0
2.9
100.0
0.0
0.0
-17.3
10.1
0.0
28.3%
Interlocal Grants and Agreements
Wireless Communications
Fleet Maintenance
Webhosting - County
First Responder
Procurement Services
Customer Services - CharMeck 311
CMGC Occupancy
Recycling Program Proceeds
Corporate Communications Services
CMGC Phone Costs - County
County Grant Income
General Government
Land Development Zoning Fees
Utility Right-of-Way Ordinance Fees
County Plan Review
Zoning Petition Filing Fees
Annexation Fees
Subdivision Services
Zoning Admin Fees
Historic Disctict Fee
Sale of Maps
Equipment Mgmt Svcs - Fleet
Procurement Professional Services
Procurement CCPA
Tree Planting
Park It! Program Fees
Parking Garage Fees
Parking Meter Revenue
Rent Revenue - Misc
Total
$
FY2015
Revised
$
$
FY2016 & FY2017 Adopted Strategic Operating Plan
132
Summary of Revenues
General Fund
Public Safety
State Reimb for Services Provided - DOT/Fire
CMPD - Fingerprint Reports
Underbrush and Debris Removal
Demolition - Clearing
Sale of Animals
Utility Street Cuts
Spay/Neuter Fees
Vehicle Towing and Storage
Animal Reclaim Fees
Dead Animal Collection
Total
Cemeteries
Sale of Cemetery Lots
Grave Digging
Duplicate Deeds and Transfer Fees
Monument Foundation
Perpetual Care
Total
Use of Money and Property
Interest on Liens
Damage to City-Owned Equipment
Reimbursement for City Car Use
Total
Sale of Salvage and Land
Sale of Land
Sale of Salvage
Sale of Used Autos
Total
FY2014
Actual
$
TRANSFERS AND FUND BALANCE
Transferred Revenues
Occupancy Taxes - CRVA
Heavy Equipment Tax
Tree Mitigation Fees
Municipal Debt Service - CRVA
Convention Center Tax - Towns' Tourism Subsidy
Convention Center Tax - Stadium Traffic Control
Interfund Transfers (one-time)
Interest on Investments - Debt Svc
Total
Percent Change
FY2015
FY2016
1,445,537
1,500
540,000
200,000
67,568
2,300,000
131,110
60,000
115,189
10,000
4,870,904
1,445,537
3,000
540,000
180,000
87,790
2,369,000
100,000
72,100
101,978
9,586
4,908,991
0.0%
100.0
0.0
-10.0
29.9
3.0
-23.7
20.2
-11.5
-4.1
0.8%
189,450
307,864
400
62,600
11,550
571,864
181,900
279,530
400
62,795
10,400
535,025
187,357
303,850
400
64,679
12,000
568,286
3.0%
8.7
0.0
3.0
15.4
6.2%
151,001
354,029
97,464
602,494
150,000
303,504
85,000
538,504
150,000
303,504
103,000
556,504
0.0%
0.0
21.2
3.3%
20,002
70,374
724,706
815,082
0
35,000
615,000
650,000
857,265
60,000
750,000
1,667,265
-100.0%
71.4%
22.0
156.5%
$
140,990
8,250
69,460
3,500
186,927
409,127
1,852,635
10,171
95,000
50,000
752,189
2,759,995
0
11,400
75,000
37,500
752,188
876,088
-100.0%
12.1
-21.1
-25.0
0.0
-68.3%
$
45,173,731
45,743,458
48,466,366
6.0%
$
4,321,627
355,169
446,501
35,000
2,824,592
250,000
4,018,168
1,089,988
13,341,045
4,259,919
280,000
250,000
35,000
2,993,069
250,000
247,860
520,000
8,835,848
4,721,222
400,000
250,000
35,000
3,236,719
250,000
0
552,501
9,445,442
10.8%
42.9
0.0
0.0
8.1
0.0
-100.0
6.3
10.9%
$
$
$
$
$
$
Total Other Revenues
FY2016
Budget
1,252,455
5,879
487,066
179,743
51,567
2,360,094
88,840
71,315
100,628
2,475
4,600,062
$
Other
Miscellaneous Grants and Contributions
Newspaper Rack Revenue
Reimb City Svcs - SWS Spec Svcs
Telecom Review/Modifications
Other Revenue
Total
FY2015
Revised
$
$
FY2016 & FY2017 Adopted Strategic Operating Plan
133
Summary of Revenues
General Fund
FY2014
Actual
Intragovernmental Revenues
Cost Allocation - Storm Water
Cost Allocation - Charlotte Water
Cost Allocation - Aviation
Fire Control Services - Aviation
Account Services - Storm Water
Account Services - Charlotte Water
Cost Allocation - EMD
Cost Allocation - Radio
Cost Allocation - CATS
Cost Allocation - Risk Management
Total
FY2016
Budget
977,208
8,474,702
1,724,690
4,677,674
149,494
3,897,076
942,296
132,168
3,370,592
490,912
24,836,812
974,272
8,471,878
1,835,367
5,084,304
1,609,286
4,989,129
832,814
306,356
3,349,594
469,811
27,922,811
1,055,507
8,582,838
2,374,728
5,224,508
2,061,985
5,366,247
913,837
132,168
3,394,494
631,365
29,737,677
8.3%
1.3
29.4
2.8
28.1
7.6
9.7
-56.9
1.3
34.4
6.5%
$
96,000
69,160
165,160
96,000
73,059
169,059
96,000
77,269
173,269
0.0%
5.8
2.5%
$
0
1,032,885
0
-100.0%
$
0
1,032,885
0
-100.0%
Total Transfers and Fund Balance
$
38,335,855
37,960,603
39,356,386
3.7%
Total General Fund Revenues
$
572,094,581
585,950,974
594,827,732
1.5%
Transfers from Other Funds
Cemetery Trust
Municipal Debt Service - Treasury Reimbursement
Total
Appropriated Fund Balance
Fund Balance - Capital Reserve (Unemployment
Insurance & Zoning Ordinance Update)
Total
$
FY2015
Revised
Percent
Change
FY2015
FY2016
$
$
FY2016 & FY2017 Adopted Strategic Operating Plan
134
Summary of Fund Balances
Actual as of
6/30/2014
General Fund
Debt Service Fund
Total Governmental Fund Balance
$
Enterprise Fund Total Net Position
Aviation Net Assets
$
Charlotte Area Transit System
Charlotte Water
Storm Water
$
170,517,000
264,645,000
435,162,000
1,283,715,000
759,515,000
Anticipated
Change
in FY2014
17,632,000
29,628,000
47,260,000
171,282,000
(144,448,000)
Estimate
as of
6/30/2015
188,149,000
294,273,000
482,422,000
1,454,997,000
Percent
Change
FY2015
FY2016
10.3 %
11.2
10.9%
13.3%
615,067,000
-19.0
1,746,194,000
107,745,000
1,853,939,000
6.2
419,442,000
8,209,000
427,651,000
2.0
The City of Charlotte has two major governmental funds. The general fund is the chief operating fund of the
City. At the end of FY2014 the total fund balance for the General Fund reached $170.5 million. On June 30,
2015 the General Fund total fund balance was estimated at $188.1 million, an estimated increase of 10.3
percent.

General fund revenues, particularly Utility Franchise tax, increased over the prior year while expenditures
decreased from the prior year.

General fund revenues are estimated to be $6.7M more than budgeted and expenditures are estimated to
be $10.9M less than budgeted.
The City’s Debt Service Fund had a total fund balance of $264.6 for FY2014 and was estimated at $294.2
million on June 30, 2015. This reflects an increase of 11.2 percent. The increase is due to the following:

Debt Service was consistent with the budgeted estimates and appropriations.
FY2016 & FY2017 Adopted Strategic Operating Plan
135
Aviation Operating Funds
Summary of Revenues and Expenditures
The Aviation Operating Fund represents the operating revenue and expenses for the Aviation Department. As a
City department, Aviation is self-sustaining – generating sufficient revenues to fund all capital and operating
costs associated with the facilities and operations of the Charlotte Douglas International Airport.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
Operating Revenues
Concessions
$
47,151,657
49,706,697
54,163,382
Parking
40,824,579
49,645,594
44,543,026
-10.3
Terminal
28,766,046
29,436,779
37,434,268
27.2
Airfield Usage
18,737,467
21,605,253
27,216,979
26.0
Cargo Area and Ground Rents
25,326,325
25,594,563
26,531,177
3.7
Other
10,767,427
11,869,684
6,380,754
-46.2
428,943
553,217
677,554
22.5
Total Operating Revenues
$ 172,002,443
188,411,787
196,947,140
4.5%
Passenger Facility Charge Fund
$
59,700,165
25,797,006
25,399,242
-1.5%
Contract Facility Charge Fund
$
9,494,708
4,465,332
5,604,525
25.5%
Total Revenues
$ 241,197,315
218,674,125
227,950,907
4.2%
53,875,158
65,455,206
67,336,732
2.9%
4,694,575
5,576,806
2,864,950
-48.6
10,547,805
8,216,850
10,893,311
32.6
2,400,279
3,830,972
7,488,883
95.5
0
858,061
1,350,038
57.3
1,841,722
2,277,501
2,257,538
-0.9
38,835,021
43,775,675
52,546,232
20.0
$ 112,194,560
129,991,071
144,737,684
11.3%
106,675,608
88,683,054
83,213,223
-6.2%
$ 218,870,168
218,674,125
227,950,907
4.2%
Interest on Investments
9.0%
Operating Expenditures
Airport Operations
$
Airport Development
Airport Administration
Airport Technology
Airport Business Office
Airport Finance
Airport Maintenance
Total Operating
Discretionary and Debt Support*
Total Expenditures
*Passenger Facility Charge and Contract Facility Charge are included.
FY2016 & FY2017 Adopted Strategic Operating Plan
136
Aviation Debt Service Fund - Consolidated
Summary of Revenues and Expenditures
The Aviation Debt Service Funds represent the principal and interest payments for debt issued to the Aviation
Department for specified purposes. Revenues are transferred from the Aviation operating fund to the debt
service fund to meet annual principal and interest obligations.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
Revenues
Contribution from Aviation Operating
$
Contribution from Rental Car Facilities
52,520,339
55,102,084
43,610,163
3,833,312
4,465,332
4,470,026
0.1
Proceeds from Sale of Debt
0
0
100.0
Premium from Sale of Debt
0
1,500,000
0
-100.0
16,849
13,500
15,000
11.1
27,910,000
0
0
0
$
84,280,500
74,080,916
48,095,189
-35.1%
$
49,780,000
24,085,000
19,200,936
-20.3%
36,124,233
34,676,166
28,282,859
-18.4
0
1,500,000
0
-100.0
881,249
806,250
596,394
-26.0
Interest on Investments
Transfer from Capital Project Fund
Total Revenues
13,000,000
-20.9%
Expenditures
Retirement of Debt
Interest on Debt
Cost of Bond Sale
Fees and Other Charges
Debt Service Reserve Deposit (new bond deals)
Transfers to Operating Fund
Total Expenditures
$
0
13,000,000
0
100.0
23,571
13,500
15,000
11.1
86,809,053
74,080,916
48,095,189
FY2016 & FY2017 Adopted Strategic Operating Plan
137
-35.1%
Water and Sewer Operating Fund
Summary of Revenues and Expenditures
The Water and Sewer Operating Fund represents the operating revenues and expenses for Charlotte Water. As a
City department, the Utility provides water and sewer service for the City of Charlotte as well as the six towns in
Mecklenburg County. The Utility also provides contract wastewater plant operations for Union County. The revenue
sources for the Utility are rates and fees paid directly by customers.
FY2014
Actual
FY2015
Revised
Percent
Change
FY2015
FY2016
FY2016
Budget
Operating Revenues
Variable Rate Revenues
$
244,294,961
260,968,334
260,375,882
45,508,946
46,306,940
54,855,593
18.5
24,979,194
14,914,303
18,762,000
25.8
Industrial Waste Surcharge
4,233,599
4,030,382
4,300,000
6.7
Other
2,607,177
5,276,450
3,905,233
-26.0
Union County Operations
300,000
3,201,542
3,201,542
0.0
Interest on Investments
218,649
961,986
694,698
-27.8
Fixed Rate Revenues
Specific Service and Capacity
Charges
-0.2%
Total Revenues
$
322,142,526
335,659,937
346,094,948
3.1%
Fund Balance
$
20,797,204
0
0
Balance
$
342,939,730
335,659,937
346,094,948
3.1%
$
26,018,964
27,893,609
28,879,919
3.5%
7,483,240
7,645,321
7,290,574
-4.6
0
Operating Expenditures
Administration, Management &
Support
Customer Service
Laboratory Services
57,936
1,421,246
1,647,145
15.9
Water and Wastewater Services
41,900,317
49,281,252
49,083,789
-0.4
Field Operations
28,020,458
30,579,924
32,704,153
6.9
300,000
3,201,542
3,201,542
100.0
Union County Operations
Total Operating Expenditures
$
Debt Service/Community Investment
Plan Support
103,163,316
120,022,894
122,807,122
2.3%
239,776,414
188,289,357
212,726,530
13.0%
8.8%
Total Expenditures
$
342,939,730
308,312,251
335,533,652
Reserved for Future Years
$
20,797,204
27,347,686
10,561,296
FY2016 & FY2017 Adopted Strategic Operating Plan
138
100.0
Consolidated Water and Sewer Debt Service Funds
Summary of Revenues and Expenditures
The Water and Sewer Debt Service Funds represent debt for Charlotte Water. Revenues are provided primarily
from the Utility’s operating budget with expenses dedicated to retirement of long-term debt incurred as the
Utility made capital investments in the water and sewer infrastructure.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
Operating Revenues
Contribution from W/S Operating Fund
Interest on Investments
Proceeds from Refunding
Premium from Sale of Bonds
Water and Sewer Operating
CIP and Other
$
147,060,265
1,634
30,045,000
3,023,606
345,731
0
146,907,956
1,400
0
50,000
248,000
232,000
147,277,630
1,000
0
50,000
263,500
246,500
Total Revenue
$
180,476,236
147,439,356
147,838,630
Bond Retirement
Interest on Bonds
Bank Charges
Refunding Bond Escrow Agent
Equipment Lease - Purchase Principal
Equipment Lease - Purchase Interest
$
69,532,400
71,291,721
2,302,504
32,440,000
4,408,565
603,639
70,612,661
69,568,531
3,770,313
0
2,905,321
582,530
73,358,464
67,944,355
2,203,250
0
3,761,533
571,028
Total Expenditures
$
180,578,829
147,439,356
147,838,630
0.3 %
(28.6)
0.0
0.0
6.3
6.3
0.3 %
Operating Expenditures
FY2016 & FY2017 Adopted Strategic Operating Plan
139
3.9 %
(2.3)
(41.6)
0.0
29.5
(2.0)
0.3%
Charlotte Area Transit System (CATS) Operating Fund
Summary of Revenues and Expenditures
CATS’ Enterprise Fund accounts for the operation of the Charlotte Area Transit System, provider of
community-wide public transportation services. Capital and Operating programs are funded primarily with
income from Federal and State grants, fare revenue and the voter-approved one-half percent sales and use
tax.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
69,538,942
73,087,000
74,492,000
1.9%
30,135,364
18,952,000
32,563,197
19,520,560
32,778,026
20,106,177
0.7
3.0
187,322
18,025
192,942
18,566
192,942
18,566
0.0
0.0
11,876,590
2,612,251
12,679,834
3,855,599
12,904,823
4,126,422
1.8
7.0
$
133,320,494
141,917,698
144,618,956
$
111,083,013
2,608,595
115,008,560
2,548,720
123,541,561
3,304,549
4,273,149
6,491,011
3,286,858
9,057,388
4,733,884
7,496,046
Operating Revenues
Half-Percent Sales Tax
$
Fares and Service Reimbursements
Maintenance of Effort - Charlotte
Maintenance of Effort - Mecklenburg
Maintenance of Effort - Huntersville
Operating Assistance
Other
Total Operating Revenues
1.9%
Operating Expenditures
Transportation Services
Transit Development
Marketing and Communications
Executive and Administration
7.4%
29.7
44.0
-17.2
Sub-total Operating
$
124,455,768
129,901,526
139,076,040
7.1%
Transfers to Eligible CIP Projects
$
(15,808,910)
(15,694,585)
(20,035,039)
27.7%
Total Net Operating
$
108,646,858
114,206,941
119,041,001
4.2%
Transfer to Capital Program Support
$
4,847,700
4,897,426
7,156,688
7,095,156
12,831,949
7,870,429
9,981,382
10,550,838
5.7%
144,618,956
1.9%
Contribution for Future Capital
Transfer to Debt Service Funds
$
12,730,780
Total Expenditures
$
133,320,494
141,917,698
FY2016 & FY2017 Adopted Strategic Operating Plan
140
46.1%
-38.7
Charlotte Area Transit System Debt Service - Consolidated
Summary of Revenues and Expenditures
CATS’ Debt Service Fund is used to account for the accumulation of resources, and the payment of principal,
interest, and related costs for long-term debt. Cash flow for major capital projects comes from short and long
term debt financing.
Percent
Change
FY2014
Actual
Revenues
Half Percent Sales Tax
$
FY2016
Budget
FY2015
FY2016
12,730,780
0
0
0
4,810,009
9,981,382
5,455,000
10,550,838
2,911,000
5.7
-46.6
0
41,966
0
0
7,891,000
0
100.0
0.0
$
17,582,755
15,436,382
21,352,838
38.3%
$
6,375,000
10,171,332
4,340,000
10,073,838
4,520,000
15,782,838
4.1%
56.7
1,036,423
1,022,544
1,050,000
2.7
17,582,755
15,436,382
21,352,838
38.3%
Transfers from CATS Operating Funds
Federal Formula Grant
BLE Debt Proceeds/FFGA/SFFGA
Interest on Investments
Total Revenues
FY2015
Revised
0.0%
Expenditures
Debt Retirement
Interest on Debt
Fees
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
141
Storm Water Operating Fund
Summary of Revenues and Expenses
Storm Water Services Operating Fund accounts for the operation of the City’s Storm Water System, which
works to improve water quality and reduce flood risks throughout the community. Storm Water Capital and
Operating programs are funded through user fees paid by property owners according to the amount of
impervious surface within their property.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
Operating Revenues
Impervious Fee- City
Impervious Fee- Other
Other - Miscellaneous
$
5,676,562
49,937,308
25,430
5,676,562
52,841,697
0
5,676,562
61,511,708
(450,000)
0.0%
16.4
0.0
Total Revenues
$ 55,639,300
58,518,259
66,738,270
14.0%
Fund Balance
$
2,485,151
1,168,317
2,261,036
93.5%
Total Revenues and Fund Balance
$ 58,124,451
59,686,576
68,999,306
15.6%
13,056,324
13,822,606
5.9%
36,000,000
9,987,519
35,000,000
11,630,252
43,000,000
12,176,700
$ 58,124,451
59,686,576
68,999,306
Operating Expenditures
Operating Budget
Transfer to Other Funds:
Storm Water Capital Project Fund
Storm Water Debt Service Fund
Total Expenditures
$
12,136,932
FY2016 & FY2017 Adopted Strategic Operating Plan
142
22.9
4.7
15.6%
Storm Water Debt Service Fund
Summary of Revenues and Expenditures
Storm Water Debt Service Fund is used to account for the payment of principal, interest, and related costs for
long-term debt, primarily through the issuance of Revenue Bonds, to support the construction, repair, and
maintenance of storm water capital infrastructure in the public right-of-way drainage system. Revenues are
provided primarily through a transfer from the Storm Water Operating Fund with expenses dedicated to
retirement of long-term debt.
FY2014
FY2015
FY2016
Percent
Change
FY2015
Actual
Revised
Budget
FY2016
Revenues
Contribution from Storm Water
Operating
Premium on Sale of Debt
$
9,987,520
Proceeds from Sale of Bonds
11,630,252
12,176,700
4.7%
0
425,000
0
-100.0
0
3,150,000
0
-100.0
Total Revenues
$
9,987,520
15,205,252
12,176,700
-19.9%
Fund Balance
$
142,126
0
0
0%
Total Revenues and Fund Balance
$ 10,129,646
15,205,252
12,176,700
-19.9%
4,585,302
4,775,549
4,743,801
-0.7%
5,375,587
154,426
6,824,703
425,000
7,402,899
0
8.5
-100.0
0
14,331
3,150,000
30,000
0
30,000
-100.0
0.0
$ 10,129,646
15,205,252
12,176,700
Expenditures
Bond Retirement
Interest on Bonds
Cost of Bond Sale
Debt Service Reserve
Fees
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
143
-19.9%
Municipal Debt Service Fund
Summary of Revenues and Expenditures
The Municipal Debt Service Fund is used to account for the accumulation of resources and the payment of
principal, interest and related costs for all long-term debt other than debt issued for and serviced by businesstype activities. Revenue are provided primarily through property and sales taxes.
FY2014
Actuals
FY2015
Revised
Percent
Change
FY2015
FY2016
FY2016
Budget
Revenues
Property Tax
$
85,292,300
86,204,445
83,366,852
850,141
693,901
730,124
5.2
14,302,037
15,500,000
16,539,822
6.7
1,056,182
1,008,000
1,071,000
6.3
659,451
520,000
552,500
6.3
4.1
Property Tax - Synthetic TIG Appreciation
Sales Tax
Interest on Investments
-3.3%
Interest Transferred from Other Funds
General
Contribution from Other Funds
General Fund - Equip
15,752,023
13,975,695
14,553,950
General Fund - Public Safety Communications
1,686,788
1,687,288
1,687,288
0.0
Powell Bill Fund
1,626,062
1,257,486
1,595,162
26.9
284,122
288,274
0
-100.0
0
750,000
750,000
0.0
205,173,380
0
0
0.0
28,535,416
0
0
0.0
1,183,454
1,080,981
1,098,966
1.7
County Share
Park and Rec Lease Purchase
Proceeds from Lease Purchases
Proceeds from Refunding
Premium on Sale of Bonds
Other
Total Revenues
$
356,401,356
122,966,070
121,945,664
-0.8%
Expenditures
Payment to Developer
$
56,689
194,970
165,042
-15.4
Principal
30,192,298
34,086,790
40,063,133
17.5%
Interest
24,918,388
28,615,370
28,960,199
1.2
1,634,202
750,000
750,000
0.0
231,451,268
0
0
0.0
Principal
23,946,435
22,454,504
28,161,645
25.4
Interest
5.6
Bonds
Debt Issue Expense
Payment to Refunded Bond Escrow Agent
6,626,864
8,288,600
8,756,186
Bond Anticipation Note Interest
203,628
150,000
150,000
0.0
Bank Charges and Other
859,680
1,000,000
1,835,000
83.5
4,066,160
0
108,059
340,833
112,269
319,564
3.9
-6.2
Contribution to
General Fund
Cultural Facilities Operating Fund
Total Expenditures
$
323,955,612
95,989,126
109,273,038
13.8%
Restricted for Future Years
$
32,445,744
26,976,944
12,672,626
-53.0%
Debt limit: Pursuant to the North Carolina General Statutes, the City’s outstanding general obligation debt is subject to a legal limitation based
on 8 percent of the total assessed value of real and personal property. As of June 30, 2014, the City's legal debt limit was $7,250,702. The
outstanding debt subject to this limit was $2,150,659, leaving a net legal debt margin of $5,100,043 (Dollar amounts in Thousands).
FY2016 & FY2017 Adopted Strategic Operating Plan
144
Convention Center Tax Fund
Summary of Revenues and Expenditures
The Convention Center Tax Fund accounts for room occupancy and prepared food and beverage tax revenues
to be used for convention and tourism purposes, including debt service, maintenance and operation of
convention center facilities, and promotion of tourism.
Percent
Change
FY2014
FY2015
FY2016
FY2015
Actual
Revised
Budget
FY2016
Revenues
Taxes
Occupancy
$
Prepared Food
Total Taxes
$
14,958,974
16,000,209
17,881,327
11.8 %
23,353,126
25,667,917
27,856,798
8.5
38,312,100
41,668,126
45,738,125
9.8 %
0
1,000,000
1,000,000
0.0 %
292,815
224,000
238,000
Lease of City Funded Bank of America Stadium
Improvements
Interest on Investments
0
368,956
100 %
42,892,126
47,345,081
10.4 %
5,723,321
6,250,219
6,860,719
9.8 %
1,900,155
1,957,160
2,016,000
3.0
53
75,000
75,000
0.0
6,624,791
6,720,000
7,306,000
8.7
0
1,190,000
1,933,200
62.5
1,000,000
1,000,000
0.0
0
900,000
900,000
17,860,744
18,741,604
23,767,443
26.8
2,891,854
2,993,069
3,236,719
8.1
250,000
250,000
0.0
47,345,081
Fund Balance
Total Revenues
$
38,604,915
0
6.3
Expenditures
Promotion and Marketing
$
Business Development
Administration
Contributions for Convention Center:
Operating Allocation
Capital Items
Bank of America Stadium Maintenance Contribution
Maintenance of City Funded Bank of America Stadium
Improvements
0.0
Transfer to Other Funds:
Convention Center Debt Service
General Fund-General Tourism
General Fund-Stadium Traffic Control
Total Expenditures
$
35,000,918
40,077,052
Reserved for Future Years
$
3,603,997
2,815,074
FY2016 & FY2017 Adopted Strategic Operating Plan
145
18.1 %
0 -100.0 %
Convention Center Debt Service Fund
Summary of Revenues and Expenditures
The Convention Center Debt Service Fund is used to account for the accumulation of resources and the
payment of principal, interest and related costs for long-term debt associated with the Convention Center.
Revenue are provided primarily through a transfer of room occupancy tax and prepared food and beverage tax
revenue from the Tourism Operating Fund.
FY2014
Actual
FY2015
Revised
Percent
Change
FY2015
FY2016
FY2016
Budget
Revenues
Contribution from Convention Center Tax
Fund
Proceeds from Refunding
$
17,860,744
18,741,604
23,767,443
61,719,600
0
0
0.0
125,000
0
0
0.0
$
79,705,344
18,741,604
23,767,443
26.8%
$
12,070,000
14,059,796
18,636,359
4,494,808
0
4,971,084
0
32.6%
391,017
187,000
160,000
79,702,112
18,741,604
23,767,443
Proceeds from Lease Purchase
Total Revenues
26.8%
Expenditures
Bond Retirement
Interest on Bonds
Payment to Escrow Agent
5,671,495
61,569,600
Fees
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
146
10.6
0.0
-14.4
26.8%
Hall of Fame Tax Fund
Summary of Revenues and Expenditures
The Hall of Fame Tax Fund accounts for room occupancy tax and private contribution revenues to be used for
the NASCAR Hall of Fame.
Percent
FY2014
FY2015
FY2016
Change
FY2015
Actual
Revised
Budget
FY2016
Revenues
Occupancy Tax
Interest on Investments
$
9,970,265
97,257
10,694,534
96,000
11,920,889
102,000
11.5%
6.3
Total Revenues
$
10,067,522
10,790,534
12,022,889
11.4%
Fund Balance
$
1,225,975
1,794,125
1,398,172
-22.1%
Total Revenues and Fund Balance
$
11,293,497
12,584,659
13,421,061
6.6%
Transfer to Debt Service
Contributions:
Maintenance & Repair Allocation
Maintenance & Repair Reserve Deposit 1
$
9,447,210
9,584,659
9,621,061
0.4%
1,846,287
0
1,000,000
2,000,000
3,300,000
500,000
Total Expenditures
$
11,293,497
12,584,659
13,421,061
Expenditures
1
Increase for Maintenance & Repair Reserve based on previous agreement with NASCAR
FY2016 & FY2017 Adopted Strategic Operating Plan
147
230.0
-75.0
6.6%
Hall of Fame Debt Service Fund
Summary of Revenues and Expenditures
The Hall of Fame Debt Service Fund is used to account for the accumulation of resources and the payment of
principal, interest and related costs for long-term debt associated with the Nascar Hall of Fame. Revenues are
provided through transfer of room occupancy tax and private contribution revenues from the Hall of Fame Tax
Fund.
FY2014
FY2015
FY2016
Percent
Change
FY2015
Actual
Revised
Budget
FY2016
Revenues
Hall of Fame Tax Fund
Total Revenues
$
9,447,210
9,584,659
9,621,061
0.4%
$
9,447,210
9,584,659
9,621,061
0.4%
$
2,380,000
6,321,475
2,510,000
6,299,659
2,640,000
6,206,061
5.2%
-1.5
745,735
775,000
775,000
9,447,210
9,584,659
9,621,061
Expenditures
Debt Retirement
Interest on Debt
Bank Charges and Other
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
148
0.0
0.4%
Tourism Operating Fund*
Summary of Revenues and Expenditures
Accounts for hotel room occupancy tax, rental car tax, and other tax revenue to be used for tourism and
cultural purposes, including capital improvements, repairs, and maintenance of tourism- and cultural-related
facilities.
Percent
FY2014
FY2015
FY2016
Change
FY2015
Revised
Revised
Budget
FY2016
Revenues
Occupancy Tax
$
Rental Car Tax
7,722,398
8,292,824
9,246,705
11.5%
2,827,871
3,106,094
3,229,268
4.0
Interest on Investments
286,377
272,000
289,000
6.3
Rents
467,319
0
0
0.0
Contribution from Hornets
351,775
369,364
987,832
167.4
Contribution from Center City Partners
0
229,347
50,694
-77.9
Transfers from General Capital PAYGO
7,988,180
7,796,015
8,272,222
6.1
1,268,871
1,268,871
1,291,230
1.8
340,833
340,833
319,564
-6.2
42,296
42,296
40,765
-3.6
2,948,040
2,948,040
2,948,040
0.0
Transfers for Synthetic TIF Agreements:
General Fund
Municipal Debt Service
PAYGO
Contribution from Mecklenburg County
Total Revenues
$
24,243,960
24,665,684
26,675,321
8.1%
Fund Balance
$
0
0
3,284,151
100%
Total Revenues and Fund Balance
$
24,665,684
29,959,472
21.5%
0
632,088
632,088
0
229,347
50,694
-77.9
703,550
738,728
1,975,664
167.4
24,243,960
Expenditures
Contractual Services - Baseball Stadium Allocation:
City Share
$
Center City Partners Share
0.0%
Contributions:
Arena Maintenance Reserve
Ovens/Bojangles Maintenance
Tourism Debt Service Fund
Cultural Facilities Debt Service Fund
400,000
400,000
400,000
0.0
12,993,115
13,280,557
12,654,446
-4.7
9,177,528
9,190,963
12,320,631
34.1
Cultural Facilities Maintenance **
1,925,949
100%
Total Expenditures
$
23,274,193
24,471,683
29,959,472
22.4%
Reserved for Future Years
$
969,767
194,001
0
-100%
*Includes merged funds (formerly Cultural Facilities Operating and Tourism Operating Funds)
** Cultural Facilities operating maintenance expenses transferred from General Fund in FY2016
FY2016 & FY2017 Adopted Strategic Operating Plan
149
Tourism Debt Service Fund
Summary of Revenues and Expenditures
The Tourism Debt Service Fund is used to account for the accumulation of resources and the payment of
principal, interest, and related costs for long-term debt associated with Tourism related activities, including
the construction of the Time Warner Cable Arena. Revenue are provided primarily through a transfer of room
occupancy tax, rental car tax, and other tax revenue from the Tourism Operating Fund.
Percent
Change
FY2014
Revised
FY2015
Revised
FY2016
Budget
FY2015
FY2016
Revenues
Contribution from Other Funds
Tourism Operating Fund
12,993,115
13,280,557
12,654,446
Contribution from CRVA
1,209,893
595,966
0
-100.0
Interest on Investments
48,540
48,000
51,000
6.3
$
14,251,548
13,924,523
12,705,446
-8.8%
$
5,750,000
5,975,000
5,035,000
-15.7%
6,303,677
7,014,523
6,760,446
-3.6
942,465
935,000
910,000
-2.7
13,924,523
12,705,446
-8.8%
0
0.0%
Total Revenues
$
-4.7%
Expenditures
Debt Retirement
Interest on Debt
Bank Charges and Other
Total Expenditures
$
12,996,142
Reserved for Future Years
$
1,255,406
0
FY2016 & FY2017 Adopted Strategic Operating Plan
150
Cultural Facilities Debt Service Fund
Summary of Revenues and Expenditures
The Cultural Facilities Debt Service Fund is used to account for the accumulation of resources and the payment
of principal, interest, and related costs for long-term debt associated with the City’s Cultural Facilities,
including the construction of the Levine Center for the Arts Cultural Facilities (e.g., The Mint Museum, the
Knight Theater, the Bechtler Museum of Modern Art, and the Harvey B. Gantt Center) Revenue are provided
primarily through a transfer of sales tax revenue from the General Pay-As-You-Go Capital Fund.
Percent
Change
FY2014
Revised
FY2015
Revised
FY2016
Budget
FY2015
FY2016
Revenues
Tourism Operating Fund
$
9,177,528
9,190,963
12,320,631
0
0
3,500,000
$
9,177,528
9,190,963
15,820,631
72.1%
$
2,800,000
6,372,963
2,910,000
6,260,963
3,625,087
8,675,544
24.6%
38.6
4,565
20,000
20,000
0.0
0
0
3,500,000
0.0
9,177,528
9,190,963
15,820,631
Debt Proceeds
Total Revenues
34.1%
100.0
Expenditures
Debt Retirement
Interest on Debt
Bank Charges and Other
Contribution to Capital for Discovery Place
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
151
72.1%
Powell Bill Fund
Summary of Revenues and Expenditures
Powell Bill Fund revenues consist mostly of State gas tax revenue distributed during the 4th quarter of each calendar year.
Powell Bill funds are expended only for the purposes of maintaining, repairing, constructing, reconstructing, or widening of
any street or public thoroughfare within municipal limits or for planning, construction, and maintenance of bikeways,
greenways, or sidewalks.
Percent
Change
FY2014
FY2015
FY2016
FY2017
FY2015
Actual
Revised
Budget
Budget
FY2016
Revenues
State Gas Tax Refund
$
Transfer from General Fund
Interest on Investments
Street Degradation Fee
19,615,727
19,814,005
20,586,852
20,792,751
4,261,000
4,261,000
4,261,000
4,261,000
0.0
90,944
80,000
80,000
80,000
0.0
960,062
650,000
650,000
650,000
0.0
24,927,733
24,805,005
25,577,852
25,783,751
Total Revenues
$
Fund Balance
$
0
0
Total Revenues & Fund Balance
$
24,927,733
24,805,005
$
10,292,826
Repairs by City Forces
Equipment Rent/Purchase
296,576
3.9 %
3.1 %
0
%
25,874,428
25,783,751
4.3 %
10,377,280
9,142,408
9,857,885
-11.9 %
8,716,552
9,389,887
9,389,887
9,389,764
0.0
1,121,636
Expenditures
Contracted Resurfacing
1,151,957
1,151,957
1,151,957
0.0
Street Drainage Maintenance
(11,125)
160,860
160,860
160,860
0.0
Traffic Control Improvements
623,786
623,786
623,786
623,786
0.0
Snow Removal
181,008
150,000
150,000
150,000
0.0
Physical Inventory of Streets
12,711
12,000
12,000
12,000
0.0
Pavement Management System
113,432
160,000
160,000
160,000
0.0
Wheel Chair Ramps
77,931
150,000
303,841
303,841
102.6
Annexation
1,095,674
250,000
2,047,254
1,027,500
718.9
Storm Water Program Fees
1,137,273
1,137,273
1,137,273
1,137,273
0.0
Lease Purchase Contribution
1,566,029
1,241,962
1,595,162
1,808,885
28.4
24,927,733
24,805,005
25,874,428
25,783,751
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
152
4.3 %
Public Safety and Other Grants Fund
Summary of Revenues and Expenditures
The Public Safety and Other Grants Fund revenues consist of all Federal, State, and local grants that the City
receives on an annual, on-going basis. The City expends the annual grant funds for a specific public purpose
as laid out in the grant stipulations, and are budgeted in certain public safety, transportation or community
specific categories.
FY2014
Revised
FY2015
Revised
FY2016
Budget
Percent
Change
FY2015
FY2016
FY2017
Budget
Revenues
Federal Grants
3,974,839
4,503,471
4,669,264
4,669,264
State Grants
$
689,500
689,500
550,000
550,000
-20.2
Contributions
500,000
500,000
400,000
400,000
-20.0
Assets Forfeiture
137,877
1,141,790
1,141,790
1,141,790
0.0
98,956
0
0
0
0.0
Charlotte Regional Transportation &
Planning Organization
Contribution from General Fund
3.7%
396,014
345,000
345,000
345,000
$
5,797,186
7,179,761
7,106,054
7,106,054
-1.0%
$
137,877
142,013
142,013
142,013
0.0%
Forensics and Analysis
112,450
378,000
378,000
378,000
0.0
Police Equipment and Overtime
150,000
300,000
422,171
422,171
40.7
142,500
150,500
166,500
166,500
10.6
65,000
62,500
62,500
-3.8
25,000
25,000
25,000
0.0
Total Revenues
0.0
Expenditures
Police
Assets Forfeiture Attorney
Fire
Emergency Management
Emergency Response
Homeland Security
80,000
Medical Response
337,608
70,000
70,000
70,000
0.0
2,272,751
2,400,000
2,400,000
2,400,000
0.0
1,500,000
450,000
2,767,098
526,360
2,526,880
557,200
2,526,880
557,200
-8.7
5.9
0
0
0
150,000
141,790
141,790
141,790
0.0
Fair Housing
102,000
102,000
102,000
102,000
0.0
Dispute Settlement
100,000
100,000
100,000
100,000
0.0
12,000
12,000
12,000
12,000
0.0
5,797,186
7,179,761
7,106,054
7,106,054
Urban Area Security Initiative
Charlotte Department of Transportation
Unified Planning Work Program
Transportation Planning
Assistance
Charlotte Regional Transportation
& Planning Organization
250,000
Miscellaneous from Donations
0.0
Community Relations
Private Contributions
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
153
-1.0%
Public Safety 911 Services Fund
Summary of Revenues and Expenditures
The Public Safety 911 Services Fund is a special revenue fund that is distributed by the State treasury through
the 911 Services Board. Revenues from the 911 Fund come from a charge imposed by State statute on voice
communication that go to all eligible entities to pay for the cost of 911 related activities within that jurisdiction.
Percent
Change
FY2014
Actual
Operating Revenues
NC 911 Fund Distributions
$
FY2016
Budget
FY2017
Budget
FY2015
FY2016
3,263,643
3,349,323
2,302,076
2,302,076
15,000
15,000
15,000
15,000
$
3,278,643
3,364,323
2,317,076
2,317,076
-31.1%
$
3,263,643
3,349,323
2,302,076
2,302,076
-31.3%
15,000
15,000
15,000
15,000
3,278,643
3,364,323
2,317,076
2,317,076
Interest on Investments
Total Revenues
FY2015
Revised
-31.3%
0.0
Operating Expenditures
Consolidated 911 Services
Reserved for Future Projects
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
154
0.0
-31.1%
Neighborhood & Business Services - Consolidated Grants Funds
Summary of Revenues and Expenditures
N&BS Consolidated Grants fund job training and placement for adults, youth, and dislocated workers; programs
for people with AIDS; programs to prevent homelessness; programs to abate housing with lead based paint;
businesses that create jobs in Charlotte; redevelopment; and energy efficient improvements to homes.
FY2014
Actual
Operating Revenues
Federal Grants:
Workforce Investment Act (WIA) Adult
WIA Administration
WIA Youth
WIA Dislocated Worker
Housing Opportunities for People with AIDS
(HOPWA) Program
$
FY2015
Revised
FY2016
Budget
FY2017
Budget
Percent
Change
FY2015
FY2016
1,534,653
654,202
2,194,939
2,488,595
873,634
2,131,950
773,153
2,322,509
2,583,240
1,060,906
2,131,950
773,153
2,322,509
2,583,240
1,794,703
2,131,950
773,153
2,322,509
2,583,240
1,794,703
322,208
2,481,644
671,098
395,256
2,500,000
683,158
444,353
0
694,229
444,353
0
705,108
Total Federal Grants
$ 11,220,973
12,450,172
10,744,137
10,755,016
-13.7%
Total Operating Revenues
$ 11,220,973
12,450,172
10,744,137
10,755,016
-13.7%
4,865,370
2,055,268
6,920,638
4,985,075
2,251,986
7,237,061
5,183,380
2,008,392
7,191,772
5,183,380
2,008,392
7,191,772
4.0%
-10.8
-0.6%
$ 18,141,611
19,687,233
17,935,909
17,946,788
-8.9%
2,488,595
1,534,653
2,194,939
654,202
2,583,240
2,131,950
2,322,509
773,153
2,583,240
2,131,950
2,322,509
773,153
2,583,240
2,131,950
2,322,509
773,153
0.0%
0.0
0.0
0.0
873,634
1,060,906
1,794,703
1,794,703
Emergency Shelter Program
One NC Grant
Double Oaks Loan Repayment
Total Operating Expenditures
322,208
2,481,644
671,098
$ 11,220,973
395,256
2,500,000
683,158
12,450,172
444,353
0
694,229
10,744,137
444,353
0
705,108
10,755,016
12.4
-100.0
1.6
-13.7%
Capital Expenditures
Community Development and Housing
P
Total Capital Expenditures
Total Operating and Capital
Grant Expenditures
$
6,920,638
$
6,920,638
$ 18,141,611
7,237,061
7,237,061
19,687,233
7,191,772
7,191,772
17,935,909
7,191,772
7,191,772
17,946,788
-0.6%
-0.6%
-8.9%
Emergency Shelter Program
One NC Grant
Double Oaks Loan Repayment
Capital Revenues (Federal Grants)
Community Development Block Grant (CDBG) $
Housing Grant (HOME)
Total Federal Capital Grants
$
Total Operating and Capital
Grant Revenues
Operating Expenditures
Dislocated Worker Contract
Education & Training Courses
Summer & Year Round Youth Program
Contribution to Workforce Development
Board & Subgrantee Administration
Housing Opportunities for People with AIDS
(HOPWA) Program
$
FY2016 & FY2017 Adopted Strategic Operating Plan
155
0.0%
0.0
0.0
0.0
69.2
12.4
-100.0
1.6
69.2
Risk Management Fund
Summary of Revenues and Expenditures
The Risk Management Fund accounts for the general insurance program, claim, and loss control services for
the City as well as services provided, on a cost-reimbursement basis to other governmental units and agencies
in Mecklenburg County.
FY2014
Actual
FY2015
Revised
Percent
Change
FY2015
FY2016
FY2016
Budget
Revenues
City of Charlotte - General Fund
977,246
1,033,756
1,016,061
City of Charlotte - Other Funds
$
769,792
833,357
874,028
4.9
Mecklenburg County
772,538
828,539
837,646
1.1
Board of Education
542,751
585,232
590,917
1.0
38,075
38,075
33,025
-13.3
$
3,100,402
3,318,959
3,351,677
1.0%
$
3,020,981
3,318,959
3,351,677
1.0%
79,421
0
0
3,100,402
3,318,959
3,351,677
Other Agencies
Total Revenues
-1.7%
Expenditures
Operating Budget
Transfer to Loss Fund
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
156
0.0
1.0%
Consolidated Municipal Service Districts
Summary of Revenues and Expenditures
The FY2016 budget includes funding for the five Municipal Service Districts (MSDs) within the City of Charlotte.
These special tax districts are designed to enhance the economic vitality and quality of life in the central
business district or other commercial areas. Three of the MSDs are located in the Center City area, the fourth is
located in the South End area, and the fifth is located in the University City area. All MSD revenues are
generated through ad valorem property tax paid by the property owners (residential and commercial) in the
designated districts and must be spent on programs and services that enhance the quality of the districts.
Percent
Change
FY2014
Actual
Operating Revenues
FY2015
Revised
FY2016
Budget
FY2017
Budget
FY2015
FY2016
Property Taxes
$
4,672,505
5,289,593
4,643,814
4,643,814
-12.2%
Total Revenues
$
4,672,505
5,289,593
4,643,814
4,643,814
-12.2%
$
4,646,410
5,262,715
4,616,130
4,616,130
-12.3%
26,095
26,878
27,684
27,684
4,672,505
5,289,593
4,643,814
4,643,814
Operating Expenditures
Contractual Services
City Services
Total Expenditures
$
FY2016 & FY2017 Adopted Strategic Operating Plan
157
3.0
-12.2%
Municipal Service Districts
There are five Municipal Service Districts (MSDs) in the City of Charlotte designed to enhance the economic
viability and quality of life in select areas. Three MSDs are located in the Center City, the fourth is located in
the South End area and a fifth district is located in the University City area. Revenues for these districts are
generated through ad valorem taxes paid by property owners in the districts in addition to the City's regular tax
rate.
District 1 (Center City)
Assessed value for FY2016 is $7,701,402,881. Budget continues the current MSD tax rate of 1.68¢ per $100
valuation.
Budget Summary
FY2014
FY2015
FY2016
FY2017
Actual
Revised
Budget
Budget
1,257,608 $
1,257,608
Revenues
Property Taxes
$ 1,284,720 $
Total Municipal Service District 1 Revenues
1,465,916 $
$ 1,284,720 $ 1,465,916 $ 1,257,608 $ 1,257,608
Expenditures
Contractual Services
1,284,720
1,465,916
1,257,608
1,257,608
Total Municipal Service District 1 Expenditures $ 1,284,720 $ 1,465,916 $ 1,257,608 $ 1,257,608
District 2 (Center City)
Assessed value for FY2016 is $3,311,871,720. Budget continues the current MSD tax rate of 2.33¢ per $100
valuation.
Budget Summary
FY2014
FY2015
FY2016
FY2017
Actual
Revised
Budget
Budget
Revenues
Property Taxes
Total Municipal Service District 2 Revenues
$
738,344 $
791,263 $
750,059 $
750,059
$
738,344 $
791,263 $
750,059 $
750,059
Expenditures
Contractual Services
738,344
Total Municipal Service District 2 Expenditures $
738,344 $
791,263
791,263 $
FY2016 & FY2017 Adopted Strategic Operating Plan
158
750,059
750,059 $
750,059
750,059
Municipal Service Districts
District 3 (Center City)
Assessed value for FY2016 is $3,441,770,592. Budget continues the current MSD tax rate of 3.58¢ per $100
valuation.
FY2014
FY2015
FY2016
FY2017
Budget Summary
Actual
Revised
Budget
Budget
Revenues
Property Taxes
$
Total Municipal Service District 3 Revenues
1,256,115 $
1,582,889 $
1,197,654 $
1,197,654
$ 1,256,115 $ 1,582,889 $ 1,197,654 $ 1,197,654
Expenditures
Contractual Services
1,230,020
1,556,011
1,169,970
1,169,970
26,095
26,878
27,684
27,684
City Services
Total Municipal Service District 3 Expenditures $ 1,256,115 $ 1,582,889 $ 1,197,654 $ 1,197,654
District 4 (South End)
Assessed value for FY2016 is $1,223,942,505. Budget continues the current MSD tax rate of 6.68¢ per $100
valuation.
FY2014
FY2015
FY2016
FY2017
Budget Summary
Actual
Revised
Budget
Budget
Revenues
Property Taxes
Total Municipal Service District 4 Revenues
$
752,999 $
715,402 $
794,701 $
794,701
$
752,999 $
715,402 $
794,701 $
794,701
752,999
715,402
794,701
752,999 $
715,402 $
794,701 $
Expenditures
Contractual Services
Total Municipal Service District 4 Expenditures $
794,701
794,701
District 5 (University City)
Assessed value for FY2016 is $2,373,968,211. Budget continues the current MSD tax rate of 2.79¢ per $100
valuation.
FY2014
FY2015
FY2016
FY2017
Budget Summary
Actual
Revised
Budget
Budget
Revenues
Property Taxes
Total Municipal Service District 5 Revenues
$
640,327 $
734,123 $
643,792 $
643,792
$
640,327 $
734,123 $
643,792 $
643,792
640,327
734,123
643,792
640,327 $
734,123 $
643,792 $
Expenditures
Contractual Services
Total Municipal Service District 5 Expenditures $
FY2016 & FY2017 Adopted Strategic Operating Plan
159
643,792
643,792
Synthetic Tax Increment Grants
Synthetic Tax Increment Grant Program
The City uses Synthetic Tax Increment Grants (STIG) as a public/private partnership tool to advance Economic Development
and land use planning goals. STIG does not require the establishment of a Tax Increment Financing district, as required by
Self Financing Bonds, and utilizes locally approved financing, which is repaid by the incremental City/County property tax
growth generated by the development. The three funds supported by the property tax (General Fund, Debt Service, and PayAs-You-Go) each contribute its pro-rate share. Per City Council policy, the amount of total STIG assistance to all projects is
limited to 3.0% of annual property tax levy in any given year.
City Council Approved Projects
Mid-Town Square (Metropolitan)
Project involved two phases. Phase I included a first floor Home Depot Design Center (vacant) under a second floor Target;
800 space parking deck; and road/intersection improvements. Phase II included 160,000 sq. ft. of retail/restaurant space,
75,000 sq. ft. of office space, 101 condominiums, parking deck, and relocation of Baxter Street Bridge and construction of the
Sugar Creek Greenway extension. Incremental taxes were revised for the February 1, 2013, sale of the South Parcel.
Est. % of investment completed
FY2016
FY2017
FY2018
FY2019
FY2020
100%
100%
100%
100%
100%
5-Yr. Total
The Levine Center for the Arts (Cultural Facilities)
Project included development of four Cultural Facilities (Harvey B. Gantt African-American Cultural Center, Bechtler Art
Museum, Knight Theater, and Mint Museum), the First Street office tower with retail and residential (200 units) components,
and an underground parking garage to support the facilities. There is a guaranteed minimum incremental tax of $4.6 million
annually, based on $360 million in tax base growth. Total City STIG payments paid into City debt fund not to exceed $41.3
million over 25 years.
FY2016
FY2017
FY2018
FY2019
FY2020
5-Yr. Total
Est. % of investment completed
100%
100%
100%
100%
100%
Est. property tax increment
1,835,556
1,835,556
1,835,556
1,835,556
1,835,556
9,177,778
Est. STIG Payment $ 1,652,000 $ 1,652,000 $ 1,652,000 $ 1,652,000 $ 1,652,000 $ 8,260,000
Wesley Village (Bryant Park)
Project supports redevelopment of Bryant Park and funded construction of Stewart Creek Parkway from the tax increment
generated by the development of Wesley Village apartments - Phase I. Anticipated total private investment equals $33
million. Total STIG payments not to exceed $1.36 million. Completion of the Stewart Creek Parkway street triggered
payment.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
FY2017
FY2018
FY2019
FY2020
100%
136,614
$ 122,952
100%
136,614
$ 122,952
100%
136,614
$ 122,952
100%
136,614
$ 122,952
100%
136,614
$ 122,952
5-Yr. Total
683,068
$ 614,761
Double Oaks Redevelopment
Project supports redevelopment of Double Oaks apartments including 940 residential units and approximately 108,000 sq. ft.
of non-residential development. Anticipated total private investment equals $96,058,000. Total STIG payments not to
exceed $3.6 million to offset HUD 108 loan payments. Brownfield agreement in place, which offsets incremental tax
payments.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
32%
75,715
$ 68,144
FY2017
42%
123,694
$ 111,325
FY2018
54%
123,694
$ 111,325
FY2019
66%
123,694
$ 111,325
FY2016 & FY2017 Adopted Strategic Operating Plan
160
FY2020
100%
123,694
$ 111,325
5-Yr. Total
570,491
$ 513,445
Synthetic Tax Increment Grants
Ballantyne Area Infrastructure
Project supports construction of road improvement in the Ballantyne Synthetic Tax Increment Financing Zone through a
private placement loan from Bissell Companies in an amount not to exceed $11 million, which will be repaid through 45% of
incremental City and County property taxes from the TIF Zone over 15 years. Anticipated total private investment equals
$276.2 million. Completions of infrastructure improvements will trigger payment.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
36%
392,445
$ 176,600
FY2017
36%
392,445
$ 176,600
FY2018
46%
392,445
$ 176,600
FY2019
46%
392,445
$ 176,600
FY2020
46%
392,445
$ 176,600
5-Yr. Total
1,962,225
$ 883,001
Elizabeth Avenue Mixed-Use Development
Project includes construction of 250,000 sq. ft. of retail, 340,000 sq. ft. of office space, 810 residential units, and a parking
deck with 3,000 spaces. Anticipated total private investment equals $220 million. Completion of parking deck construction of
1,000 spaces triggers payment. Deadline for parking deck completion extended from 2014 to 2020.
FY2016
0%
Est. % of investment completed
FY2017
0%
FY2018
0%
FY2019
0%
FY2020
0%
5-Yr. Total
Ikea/City Boulevard
Project supports the construction of a connector road between McCullough Drive to City Boulevard providing overall
accessibility with North Tryon Street and City Boulevard. Contract for road extension extended until 2014. Anticipated total
private investment equals $170 million. Total STIG payments not to exceed $5.4 million. Completion of the Ikea Road street
connector triggers payment.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
30%
435,000
$ 391,500
FY2017
40%
478,500
$ 430,650
FY2018
50%
526,350
$ 473,715
FY2019
50%
526,350
$ 473,715
FY2020
5-Yr. Total
60%
578,985
2,545,185
$ 521,087 $ 2,290,667
Pope & Land Coliseum
Project supports mixed-use development of the former Tyvola Road Coliseum land. Developer revising site plan and working
with Planning on zoning requirements. Infrastructure Agreement to be revised for new plan. Anticipated total private
investment equals $267.1 million. Total 45% STIG payments not to exceed $5.81 million.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
10%
0
0
FY2017
20%
0
0
FY2018
30%
0
0
FY2019
40%
1,068,360
$ 480,762
FY2020
40%
1,068,360
$ 480,762
5-Yr. Total
2,136,720
$ 961,524
Seaboard Street/NC Music Factory
Project involves construction of the Seaboard Street extension and three development phases. Phase I includes construction
of the Seaboard Street extension, 1,350 residential (with affordable) units and renovations to the existing NC Music Factory
facility. Phase II includes 80,000 sq. ft. of entertainment, 170,000 sq. ft. of office space, and 140,000 sq. ft. of retail space.
Phase III involves renovations to the Silver Hammer Studio, and 200,000 sq. ft. of retail space. Anticipated total private
investment equals $246 million. Total STIG payments not to exceed $1.7 million. Completion of street, residential, and NC
Music Factory elements triggers payment. Extension requested to build residential units has been approved.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
20%
0
0
FY2017
30%
0
0
FY2018
50%
576,501
$ 518,851
FY2019
80%
576,501
$ 518,851
FY2016 & FY2017 Adopted Strategic Operating Plan
161
FY2020
5-Yr. Total
80%
866,805
2,019,807
$ 780,125 $ 1,817,826
Synthetic Tax Increment Grants
Merrifield/Radiator Specialty
Project supports construction of Bryant Park Drive, connecting Wilkinson to Morehead. Merrifield/Radiator Specialty
development includes 600,000 sq. ft. of office space and 250,000 sq. ft. of residential development on 34 acres. Anticipated
total private investment equals $170 million. Total STIG payments not to exceed $2.2 million. Completion of Bryant Park
Drive road triggers payment. Contract for commencement of road construction extended until 12/31/2015.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
20%
0
0
FY2017
30%
0
0
FY2018
50%
0
0
FY2019
50%
398,395
358,556
FY2020
50%
398,396
358,556
5-Yr. Total
796,791
717,112
First Ward Parking Deck and Park
Project supports redevelopment of eight blocks of land in First Ward into mixed-use office, residential, retail, hotel, and park
space. Project consists of two separate STIGs.
The first STIG is a five-year term that supports development of First Ward Park with land acquisition and construction.
Mecklenburg County provides $11.2 million for park development costs and leverages $19 million in land value. City's total
STIG payments not to exceed $2.315 million for first STIG.
The second STIG is a 10-year term that begins at completion of the first STIG and supports 1,335 public parking spaces. An
amendment approved in FY2013 reduces the City/County deck grant amount by $6,044,208. Anticipated total private
investment equals $700 million. City's total STIG payments not to exceed $23,705,792 for second STIG.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
10%
889,080
0
FY2017
20%
1,798,160
0
FY2018
20%
1,798,160
0
FY2019
40%
3,596,320
1,618,344
FY2020
40%
3,596,320
1,618,344
5-Yr. Total
11,678,040
3,236,688
Charlotte Premium Outlets
Project provides up to $6.15 million for construction of roadway improvements supporting a 445,000 sq. ft. retail Outlet Center
at Steele Creek Road and I-485. Project includes additional retail and a 120-room hotel. The $6.15 million TIG will be repaid
through 45% of incremental City and County property taxes from a designated area over 10 years. Anticipated total private
investment equals $100 million. Payment is triggered by voluntary annexation of the property into the City of Charlotte.
Est. % of investment completed
Est. property tax increment
Est. STIG Payment
FY2016
0%
0
0
FY2017
0%
0
0
FY2018
25%
321,100
144,495
FY2019
50%
642,200
288,990
FY2020
50%
642,200
288,990
5-Yr. Total
FY2017
FY2018
FY2019
FY2020
5-Yr. Total
1,605,500
722,475
STIG Projects Combined Total
Anticipated total investment = $3,502,595,463
FY2016
Est. property tax increment
Est. TOTAL STIG Payment
2,411,196
2,411,196
2,493,527
2,493,527
3,199,938
3,199,938
5,802,095
5,802,095
6,110,741
6,110,741
20,017,497
20,017,497
FY2016
FY2017
FY2018
General Fund
1,851,996
1,915,233
2,457,815
4,456,484
4,693,549
15,375,077
Municipal Debt Service
497,467
514,453
660,196
1,197,061
1,260,740
4,129,917
Pay-As-You-Go
61,733
63,841
81,927
148,549
156,452
512,502
Est. Total STIG Payment by Fund
FY2019
FY2016 & FY2017 Adopted Strategic Operating Plan
162
FY2020
5-Yr. Total
FY2016-FY2020 Community Investment Plan
INTRODUCTION
The City of Charlotte recognizes the importance of long-range capital investment planning to
maintain the growth and vitality of the community. The City’s Community Investment Plan is a
five-year capital expenditure and infrastructure plan, which matches the City’s highest priority
capital needs with a financing schedule.
The FY2016-FY2020 Community Investment Plan totals $3.5 billion, and includes investments in
neighborhoods, housing, storm water projects, roads, transit, water and sewer projects, the
airport, and government facilities.
The following pages of this section of the document provide summary information and detailed
funding schedules for the FY2016-FY2020 Community Investment Plan and are organized into the
following subsections:
Community Investment Plan Subsections
1. General Community Investment Plan
Summary
Contents
Provides an overview of the funding sources and capital projects
included in the recommended General Community Investment
Plan, including investments in neighborhoods, housing, roads,
economic development, environment, and facilities
2. Municipal Debt-funded Project Summary
Provides a list of the General Community Investment Plan
projects funded with debt-supported Certificates of Participation
and General Obligation Bonds scheduled over four bond
referenda between 2014 and 2020
3. General Pay-As-You-Go-funded Project
Summary and Schedule
Provides a list of the General Community Investment Plan
projects funded with cash-supported Pay-As-You-Go revenues
for smaller and one-time capital investments
4. Transit Investment Pay-As-You-Go-funded
Project Summary and Schedule
Provides a list of funding sources and uses for City-supported
transit investments
5. General Community Investment Plan
Program Expenditure and Revenue
Summary
6. Enterprise Community Investment Plan
Revenue and Expenditure Summary
Provides list of total expenditures by General Capital Program
and a list of each revenue source supporting the General
Community Investment Plan
Provides a list of capital revenue sources supporting each of the
four Enterprise Community Investment Plans along with the
total expenditures for each Program
Provides individual funding and expenditure schedules for each
capital program, including Housing and Neighborhoods,
Transportation, Economic Development, Environment, and
Facility Investments, showing all capital projects and funding
sources in each year in the five-year in the Community
Investment Plan
Provides a summary of the public art funding allocations to each
of the eligible projects
Provides a description of the City Council-approved
programmatic and financial policies governing the development
and management of the Community Investment Plan
7. Detailed Program Schedules
8.
Preliminary Public Art Schedule
9.
Capital Program and Financial Policies
FY2016 & FY2017 Adopted Strategic Operating Plan
163
FY2016-FY2020 Community Investment Plan
1. GENERAL COMMUNITY INVESTMENT PLAN SUMMARY
For the General Community Investment Plan, the City took a comprehensive, holistic view of
neighborhood and community needs with the goals to:
• Create jobs and growing the tax base
• Leverage public and private investments
• Enhance public safety
• Enhance transportation choices and mobility
• Ensure housing diversity
• Provide integrated neighborhood improvements
These goals translate into three, core quality of life elements: Livability, Getting Around, and Job
Growth.
The FY2016-FY2020 General Community Investment Plan (CIP) totals $749.2 million, including:
•
$468.2 million in debt-funded projects designed to keep Charlotte growing.
o $398.4 million in Street, Neighborhood, and Housing bonds over three General Obligation
bond referenda in November of 2014, 2016, and 2018. A fourth bond referendum in
November 2020 will be reflected in future five-year CIPs beginning in FY2017.
o $69.8 million in Certificates of Participation (COPs) to construct five new Police stations
and two vehicle equipment maintenance facilities.
•
$146.1 million in General Pay-As-You-Go (PAYGO) funding, including property and sales
taxes, grants, program income, and non-recurring revenues.
•
$134.9 million in Transit Investment PAYGO funding, including vehicle rental tax, motor
vehicle license revenue, sales taxes, and CityLYNX Gold Line fare revenue.
FY2016 & FY2017 Adopted Strategic Operating Plan
164
FY2016-FY2020 Community Investment Plan
2. MUNICIPAL DEBT-FUNDED PROJECT SUMMARY
9.26¢ of the property tax rate is dedicated to general government debt in FY2016, a 0.41¢
reduction from the current year due to a transfer of a portion of the dedicated property tax rate to
the General Fund. This reduction does not affect the existing debt capacity currently committed to
the debt-funded capital program.
All debt-funded projects included in the prior year capital program for fiscal year’s
FY2016 through FY2019 are included with no changes in the adopted FY2016-FY2020
General Community Investment Plan. Identified below are three high priority capital needs
adopted by City Council for addition to the debt-funded General Community Investment Plan in
FY2016. Any potential adjustments or additions to the debt-funded capital program other than
those listed below will be considered in FY2017 as part of the biennial review of the General
Community Investment Plan.
Adopted Adjustments to the General Community Investment Plan
Included in the General Municipal Debt-Funded capital program for the FY2016-FY2020 General
Community Investment Plan are the following adopted adjustments. These adjustments do not
impact the total available debt capacity for previously approved projects included in the bond
referenda scheduled for 2016, 2018, and 2020.
•
Police Central Division Station – $13.5 million in new debt capacity is set aside for use in
purchasing or constructing a facility to house the Central Division Station. The Police
Department currently leases approximately 8,000 square feet of office space at 119 East 7th
Street in Uptown to house its Central Division offices. The owner of the currently leased facility
has notified the Police Department that they desire to sell the facility. Alternatives for
replacing the current facility include leasing other facilities within the Central Division
boundaries, buying available land and building a new Division Station, or pursuing a
public/private partnership facility. This $13.5 million in debt capacity is being set aside for use
if a capital facility replacement alternative is chosen.
•
N. Tryon Redevelopment - $3.5 million in completed Street Bond Project Savings will be
transferred to provide needed additional funding for the N. Tryon Redevelopment project. This
project, approved in FY2011 and funded with 2010 Street Bonds, will provide public
improvements along North Tryon Street from Dalton Avenue to 30th Street, including new
curb and gutter, setback of utilities, streetscape, bicycle lanes, pedestrian crossings, and wider
sidewalks. Engineering & Property Management staff have identified the need for an
additional $3.5 million to complete this project. The increased estimate is due to additional
electric utility relocation costs and rising real estate values resulting in higher land acquisition
costs. In addition, the original project design assumed reuse of the existing Church Street.
Geotechnical reports identified bad soil and existing faulty asphalt on Church Street, requiring
full asphalt replacement. This funding will not be reflected in the FY2016–FY2020 five year
capital schedule as it is being transferred to an existing project funded in a previous five-year
Community Investment Plan.
•
Beatties Ford Road Widening - $5.0 million in completed Street Bond Project Savings will
be transferred to provide needed additional funding for the Beatties Ford Road Widening
project. This project, approved in FY2011 and funded with 2010 Street Bonds, will extend the
four-lane median-divided cross-section of Beatties Ford Road from its current end at Capps Hill
Mine Road north to Sunset Road. The project includes multimodal improvements such as
bicycle lanes and sidewalks. The project is currently awaiting utility relocation work.
Engineering & Property Management staff expect final construction estimates will increase the
total project budget by approximately $5.0 million due to increased electric and telephone
utility relocation costs, increased sanitary sewer line infrastructure costs, and design revisions
identified during the Real Estate Phase requiring additional paving quantities. This funding will
not be reflected in the FY2016–FY2020 five year capital schedule as it is being transferred to
an existing project funded in a previous five-year Community Investment Plan.
The next page provides detailed information on the General Obligation Bond and Certificates of
Participation funded projects included in the General Community Investment Plan for the next
three bond referenda in 2016, 2018, and 2020.
FY2016 & FY2017 Adopted Strategic Operating Plan
165
FY2016-FY2020 Community Investment Plan
City Council Approved Allocation of Bonds and Certificates of Participation
For General Community Investment Plan
2014
2016
2018
2020
Total
PROJECTS FUNDED WITH GENERAL OBLIGATION BONDS (Requires Bond Referendum Vote)
Airport/West Corridor
$
-
$
Spine Dixie Berryhill Infrastructure (New Garrison Road)
31,200,000
$
13,520,000
$
-
$
31,200,000
31,200,000
Southern Dixie Berryhill Infrastructure (Widen Dixie River Road)
13,520,000
East/Southeast Corridor
$
12,500,000
Land Acquisition and Street Connections
$
12,500,000
26,580,000
$
22,320,000
13,520,000
$
Public/Private Redevelopment Opportunities
Sidewalk and Bikeway Improvements
8,320,000
10,000,000
10,000,000
2,000,000
$
47,200,000
Research Drive - J.W. Clay Connector over I-85 (North Bridge)
$
43,080,000
20,000,000
$
48,540,000
$
4,160,000
4,160,000
2,000,000
8,000,000
27,300,000
$
12,480,000
15,080,000
Northeast Corridor Infrastructure (NECI)
16,640,000
35,360,000
27,300,000
Applied Innovation Corridor
12,480,000
7,720,000
8,760,000
$
17,264,000
Neighborhood Transportation Programs
Eastern Circumferential
166,120,000
15,480,000
15,080,000
Road/Infrastructure Projects
67,560,000
10,400,000
4,000,000
3,000,000
University Pointe Connection - IBM Dr. to Ikea Blvd (South Bridge)
$
25,000,000
2,080,000
Idlewild Road/Monroe Road Intersection
Northeast Corridor
6,160,000
12,500,000
Monroe Road Streetscape
44,720,000
$
8,632,000
$
-
27,300,000
106,600,000
28,960,000
$
-
$
25,896,000
5,200,000
5,200,000
12,064,000
12,064,000
Park South Drive Extension
8,632,000
8,632,000
Cross Charlotte Multi-Use Trail
$
5,000,000
$
30,000,000
Sidewalks and Pedestrian Safety
$
15,000,000
$
15,000,000
$
15,000,000
$
Traffic Control and Bridges
$
14,000,000
$
10,000,000
$
10,000,000
$
$
35,000,000
15,000,000
$
60,000,000
14,000,000
$
48,000,000
Upgrade Traffic Signal System Coordination
3,000,000
3,000,000
3,000,000
6,000,000
15,000,000
Upgrade Traffic Control devices
7,000,000
4,000,000
4,000,000
4,000,000
19,000,000
Repair and Replace Bridges
4,000,000
3,000,000
3,000,000
4,000,000
$
Housing Diversity
Comprehensive Neighborhood Improvement Program (CNIP)
Total General Obligation Bonds
15,000,000
$
15,000,000
$
14,000,000
15,000,000
$
15,000,000
$
60,000,000
$
20,000,000
$
40,000,000
$
40,000,000
$
20,000,000
$
120,000,000
$
145,964,000
$
219,492,000
$
164,380,000
$
97,460,000
$
627,296,000
$
25,000,000
$
132,900,000
PROJECTS FUNDED WITH CERTIFICATES OF PARTICIPATION (Does Not Require Voter Approval)
East/Southeast Corridor
$
Bojangles/Ovens Area Redevelopment
25,000,000
$
-
$
-
$
-
25,000,000
Public Safety Facilities
$
78,500,000
Joint Communications Center
68,000,000
6 Police Division Stations
10,500,000
25,000,000
$
22,750,000
$
21,900,000
$
9,750,000
68,000,000
18,750,000
Land Purchase for Future Fire Stations
21,900,000
9,750,000
60,900,000
4,000,000
Maintenance Facilities/Customer Service
$
-
$
2,080,000
4,000,000
$
Sweden Road Maintenance Yard Replacement
9,620,000
$
3,120,000
Northeast Equipment Maintenance Facility
2,080,000
19,500,000
$
19,500,000
31,200,000
22,620,000
6,500,000
8,580,000
Total Certificates of Participation
$
103,500,000
$
24,830,000
$
31,520,000
$
29,250,000
$
189,100,000
Total All Projects
$
249,464,000
$
244,322,000
$
195,900,000
$
126,710,000
$
816,396,000
FY2016 & FY2017 Adopted Strategic Operating Plan
166
FY2016-FY2020 Community Investment Plan
3. PAY-AS-YOU-GO-FUNDED PROJECT SUMMARY
1.20¢ of the property tax rate is dedicated to the Pay-As-You-Go (PAYGO) Fund in FY2016, no
change from the current year.
The PAYGO fund provides cash investments for relatively small capital investments. Revenues
supporting the PAYGO Fund include the PAYGO property tax, a portion of the City's sales taxes,
vehicle rental tax, motor vehicle license revenue, grant funding, and other current (non-recurring)
revenues including interest earnings, sale of property, and capital fund balances. This mix of
revenues supports the financial policy of diversified revenue sources for the Capital Investment Plan.
In FY2016, the PAYGO Fund is divided into two distinct programs to separate the Pay-As-You-Go
funding supporting the City’s contribution to transit from other Pay-As-You-Go funding supporting
the General Community Investment Plan. A new Transit Investment PAYGO Program is
established to manage all transit-related activities funded through general City revenues.
General Pay-As-You-Go Program - includes $33.1 million in FY2016 revenues, a $22.0 million
reduction from FY2015 reflecting the transfer of dedicated revenues to the new Transit Investment
Pay-As-You-Go Program.
Major programs and projects funded by PAYGO in FY2016:
•
•
•
•
•
•
•
•
$8.3
$8.0
$5.3
$4.6
$3.3
$2.2
$0.9
$0.5
million
million
million
million
million
million
million
million
for
for
for
for
for
for
for
for
Contribution to Cultural Facilities
Facilities Maintenance & Renovation
Innovative Housing and other housing programs
transportation infrastructure
Environmental Services and the Tree Management Program
Technology Services
Rental Assistance Endowment (A Way Home)
Economic Development and Neighborhoods
Additions and Reductions to General PAYGO in FY2016:
•
$2.9 million for Short Term Road Congestion Improvements in critical transportation
corridors. Including the $2.9 million in FY2016, a total of $8.9 million is programmed in
FY2016 through FY2018 for this program from sales tax revenue that will be reallocated in
future years to the CityLYNX Gold Line Phase 2 operations.
•
$1.7 million to upgrade the PeopleSoft payroll management system. The upgrade is
required to continue system support.
•
$0.9 million for A Way Home Rental Assistance Endowment to continue the City’s
funding commitment on a schedule to match private contributions. Including the $0.9 million
in FY2016, a total of $4.0 million is programmed in FY2016 through FY2019 to bring total
funds committed by the City to $8.0 million. A funding source for the remaining $2.0 million
of the City’s full $10.0 million pledge will be determined in subsequent fiscal years.
•
$0.8 million to complete the Government Center Elevator Upgrades.
•
$0.1 million in one-time funding to support the Economic Opportunity Task Force,
created as a result of a recent Harvard University study listing Charlotte at the bottom among
the 50 largest cities for economic mobility.
•
($2.0) million eliminated from the Business Corridor Revitalization program and
recommitted to support the CityLYNX Gold Line transit corridor. Business corridor revitalization
will continue to be conducted in other corridors through the bond-funded Comprehensive
Neighborhood Improvement Program and other bond-funded infrastructure projects.
•
($1.5) million reduced from the Technology Investment Program. This program will
continue to be funded at $0.5 million per year (down from $2.0 million per year) pending
development of a Master Technology Plan for the City.
•
($1.0) million reduced from Road Planning/Design/ROW and shifted to bond-funded
transportation infrastructure programs and projects.
The next page provides detailed information on General PAYGO program revenues and expenditures.
FY2016 & FY2017 Adopted Strategic Operating Plan
167
FY2016-FY2020 Community Investment Plan
3. PAY-AS-YOU-GO PROGRAM SCHEDULE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
REVENUES
Property Tax (1.20¢)
$
Property Tax - Synthetic TIG
PAYGO Fund - Interest Income
Sales Tax
10,819,338
11,010,156
11,151,501
11,230,158
11,391,348
93,138
117,581
140,911
229,400
237,862
55,602,501
818,892
287,130
354,690
481,365
557,370
557,370
2,237,925
80,933,118
16,539,822
17,051,136
17,471,845
14,759,877
15,110,438
Motor Vehicle Licenses
101,452
0
0
0
0
101,452
Grant Program Income (a)
500,000
500,000
500,000
500,000
500,000
2,500,000
5,519,942
Capital Fund Balance & Reserves
3,923,097
508,989
884,511
203,345
0
County Contribution to CMGC Elevators
152,800
0
0
0
0
152,800
Sale of Land
709,028
1,105,658
239,785
0
0
2,054,471
$
33,125,805
30,648,210
30,869,918
27,480,150
27,797,018
149,921,101
$
8,272,222
8,437,666
8,606,419
8,778,548
8,954,118
43,048,973
TOTAL REVENUES
EXPENDITURES
Contributions to Others
Cultural Facilities (b)
Economic Development & Neighborhoods
Economic Opportunity Task Force
100,000
0
0
0
0
100,000
Neighborhood Grants
325,000
325,000
325,000
325,000
325,000
1,625,000
59,499
61,531
78,962
143,173
150,789
493,954
1,200,000
1,200,000
1,200,000
1,200,000
1,200,000
6,000,000
700,000
700,000
700,000
700,000
700,000
3,500,000
1,400,000
1,400,000
1,400,000
1,400,000
1,400,000
7,000,000
Synthetic TIG Projects
Environmental Services
Environmental Services Program
Tree Replacement Program
Tree Trimming and Removal Program
Facilities Maintenance & Renovation
Americans With Disabilities Act (ADA)
400,000
0
0
0
0
400,000
3,643,824
3,657,391
3,650,727
3,625,453
4,508,119
19,085,514
Fire Station Renovations
400,000
400,000
400,000
400,000
400,000
2,000,000
Government Center and Plaza Maintenance
700,000
700,000
700,000
700,000
700,000
3,500,000
Government Center Elevator Upgrades
800,000
0
0
0
0
800,000
Landscape and Median Renovation
250,000
250,000
250,000
250,000
250,000
1,250,000
Building Maintenance
Parking Lot/Deck Repairs
Roof Replacement Program
300,000
300,000
300,000
300,000
300,000
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
Housing Program
HOME Grant Match (a)
852,098
852,098
852,098
852,098
852,098
4,260,490
Innovative Housing (a)
3,955,107
3,955,107
3,955,107
3,955,107
3,955,107
19,775,535
550,000
2,750,000
In Rem Remedy - Residential
550,000
550,000
550,000
550,000
A Way Home Rental Assistance Endowment (c)
900,000
1,200,000
1,200,000
700,000
TBD
4,000,000
Technology Services
Technology Investments
PeopleSoft Upgrade
Transportation Infrastructure
Short Term Road Congestion Improvements (d)
Road Planning/Design/ROW
Sidewalk and Curb Repairs
TOTAL EXPENDITURES
$
500,000
500,000
500,000
500,000
500,000
2,500,000
1,700,000
0
0
0
0
1,700,000
2,876,019
2,963,539
3,052,810
0
0
8,892,368
1,192,036
1,145,878
1,098,795
1,050,771
1,001,787
5,489,267
550,000
550,000
550,000
550,000
550,000
2,750,000
33,125,805
30,648,210
30,869,918
27,480,150
27,797,018
149,921,101
(a) Includes annual program income (Innovative = $150,000; HOME = $350,000)
(b) Contribution to Cultural Facilities supported by Sales Tax
(c) The allocation of $4.0 million in FY2016 - FY2019 to A Way Home Rental Assistance Endowment brings total funds committed by the City to $8.0 million
A funding source for the remaining $2.0 million of the City's full $10.0 million pledge will be determined in subsequent fiscal years.
(d) Sales Tax revenue needed in future years for Gold Line Phase 2 Operating funds is allocated in early years to Short Term Road
Congestion Improvements in critical corridors
FY2016 & FY2017 Adopted Strategic Operating Plan
168
FY2016-FY2020 Community Investment Plan
4. TRANSIT INVESTMENT PAY-AS-YOU-GO-FUNDED PROJECT SUMMARY
FY2016 will be the first full year of CityLYNX Gold Line Phase 1 operations, and federal funds to
construct Phase 2 of the Gold Line are expected to be approved by Congress in FY2016. In order
to accept these federal funds and proceed with Phase 2 of the Gold Line, the City is establishing
the Transit Investment Pay-As-You-Go Fund to isolate the dedicated funding sources to support
the current Phase 1 operations and future Phase 2 operations of the CityLYNX Gold Line.
Dedicated revenues totaling $23.8 million in FY2016 to support the Transit Investment Pay-AsYou-Go Fund include vehicle rental tax, motor vehicle license revenue, a portion of the City's sales
taxes, and Gold Line fare revenue upon commencement of Phase 2 operations.
All but one of the revenue sources dedicated to the Transit Investment Pay-As-You-Go Fund are
from existing revenue streams transferred from the General Pay-As-You-Go Fund. Future Gold
Line fare revenue is the only new revenue programmed into this fund. Sales tax revenue
supporting the Transit Investment Fund is from a partial transfer from the General PAYGO sales
tax allocation, not from General Fund operating sales tax or from the dedicated Transit Sales Tax.
There will be no use of property taxes, General Fund operating funds, or other new fees and taxes
to support the City’s funding of the CityLYNX Gold Line or other transit-related expenses, such as
the CATS Maintenance of Effort.
Below is a detailed schedule of revenues and expenditures for the five-year Transit Investment
Pay-As-You-Go Fund.
TRANSIT INVESTMENT PAY-AS-YOU-GO PROGRAM SCHEDULE
REVENUES
Vehicle Rental Tax
Motor Vehicle License
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
$ 11,003,963
$ 11,224,042
$ 11,448,523
$ 11,677,494
$ 11,911,043
$ 57,265,065
12,769,191
13,128,056
13,390,617
13,658,429
13,931,597
66,877,890
CityLynx Gold Line Fares
0
0
0
1,500,000
1,500,000
3,000,000
Sales Tax-Partial Transfer from PAYGO
0
67,580
246,026
3,578,119
3,869,388
7,761,113
$23,773,154
$24,419,678
$25,085,166
$30,414,042
$31,212,028
$134,904,068
$ 20,106,177
$ 20,709,362
$ 21,330,643
$ 21,970,562
$ 22,629,679
$ 106,746,423
663,686
676,959
690,499
704,309
718,395
3,453,848
CityLynx Gold Line Phase 1
1,503,291
1,533,357
1,564,024
1,595,305
1,627,211
7,823,188
CityLynx Gold Line Phase 2
0
0
0
4,643,866
4,736,743
9,380,609
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
$23,773,154
$24,419,678
$25,085,166
$30,414,042
$31,212,028
$134,904,068
TOTAL
EXPENDITURES
CATS MOE
Transit Contribution to County & Towns
CityLynx Gold Line Capital Reserve
TOTAL
FY2016 & FY2017 Adopted Strategic Operating Plan
169
FY2016-FY2020 Community Investment Plan
5. PROGRAM EXPENDITURE SUMMARY
Program Category
FY2016
FY2017
FY2018
FY2019
FY2020
FY16-20 CIP
21,498,977
29,298,977
14,298,977
28,798,977
13,098,977
325,000
55,325,000
325,000
55,325,000
325,000
111,625,000
21,823,977
84,623,977
14,623,977
84,123,977
13,423,977
218,619,885
HOUSING AND NEIGHBORHOOD DEVELOPMENT
Housing
$
Neighborhoods
Total Housing and
Neighborhood
Development
$
106,994,885
TRANSPORTATION & PLANNING
Roads
$
Charlotte Area Transit
City Transit Investment
Total Transportation &
Planning
$
11,618,055
116,851,417
9,701,605
63,900,771
6,551,787
208,623,635
384,850,688
148,212,438
45,113,231
41,932,048
26,517,889
646,626,294
23,773,154
24,419,678
25,085,166
30,414,042
31,212,028
134,904,068
420,241,897
289,483,533
79,900,002
136,246,861
64,281,704
990,153,997
ECONOMIC DEVELOPMENT & GLOBAL COMPETITIVENESS
Economic Development
Aviation
Total Economic
Development & Global
Competitiveness
$
$
259,499
32,461,531
178,962
27,323,173
250,789
60,473,954
269,306,085
57,884,134
92,667,500
245,446,704
470,661,324
1,135,965,747
269,565,584
90,345,665
92,846,462
272,769,877
470,912,113 1,196,439,701
ENVIRONMENT
Environmental Services
3,300,000
3,300,000
3,300,000
3,300,000
3,300,000
16,500,000
Storm Water
59,650,000
79,500,000
66,500,000
60,500,000
66,500,000
332,650,000
Water
51,997,000
42,053,000
102,828,000
48,900,000
48,495,000
294,273,000
Sewer
51,203,400
66,680,900
76,525,900
89,420,900
55,345,900
339,177,000
$
166,150,400
191,533,900
249,153,900
202,120,900
173,640,900
982,600,000
$
23,693,824
32,137,391
7,300,727
38,795,453
8,158,119
110,085,514
$
901,475,682
688,124,466
443,825,068
734,057,068
Total Environment
$
FACILITY INVESTMENTS
Facilities
TOTAL PROGRAM
730,416,813 3,497,899,097
FY2016 & FY2017 Adopted Strategic Operating Plan
170
FY2016-FY2020 Community Investment Plan
5. GENERAL GOVERNMENT REVENUES
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
BONDS
Housing Bonds TBA (2014, 2016, 2018)
$
Neighborhood Bonds TBA (2014, 2016, 2018)
Street Bonds TBA (2014, 2016, 2018)
7,500,000
15,000,000
0
15,000,000
0
0
40,000,000
0
40,000,000
0
37,500,000
80,000,000
7,000,000
159,492,000
5,000,000
104,380,000
5,000,000
280,872,000
CERTIFICATES OF PARTICIPATION (COPs)
Central Division Police Station (2016)
13,500,000
0
0
0
0
13,500,000
Police Station Construction Program (2016)
0
18,750,000
0
0
0
18,750,000
Police Station Construction Program (2018)
0
0
0
21,900,000
0
21,900,000
NE Equipment Maintenance Facility (2016, 2018)
0
2,080,000
0
6,500,000
0
8,580,000
Sweden Road Maintenance Yard (2018)
0
0
0
3,120,000
0
3,120,000
Land for Future Fire Stations (2016)
0
4,000,000
0
0
0
4,000,000
Total Bonds and COPs
$
28,000,000
$
10,819,338
11,010,156
11,151,501
11,230,158
11,391,348
93,138
117,581
140,911
229,400
237,862
818,892
287,130
354,690
481,365
557,370
557,370
2,237,925
239 322 00
5,000,000
190 900 000
5,000,000
468 222 000
TAXES
Property Tax
Property Tax - Synthetic TIG
Interest Income
Sales Tax
55,602,501
8,267,600
8,681,050
9,111,452
9,559,448
10,025,708
45,645,258
Vehicle Rental Tax
11,003,963
11,224,042
11,448,523
11,677,494
11,911,043
57,265,065
Motor Vehicle License
12,870,643
13,128,056
13,390,617
13,658,429
13,931,597
66,979,342
3,923,097
508,989
884,511
203,345
0
5,519,942
$
47,264,909
45,024,564
46,608,880
47,115,644
48,054,928
$
5,183,380
5,183,380
5,183,380
5,183,380
5,183,380
2,008,392
2,008,392
2,008,392
2,008,392
2,008,392
10,041,960
$
7,191,772
7,191,772
7,191,772
7,191,772
7,191,772
35,958,860
FUND BALANCES, LOAN REPAYMENTS, AND OTHER
Innovative Housing Income
$
CDBG Program Income
150,000
150,000
150,000
150,000
150,000
750,000
250,000
250,000
250,000
250,000
250,000
1,250,000
HOME Program Income
350,000
350,000
350,000
350,000
350,000
1,750,000
Affordable Housing Income
300,000
300,000
300,000
300,000
300,000
1,500,000
Business Grant Program Income
100,000
100,000
100,000
100,000
100,000
500,000
Sale of Land
709,028
1,105,658
239,785
0
0
2,054,471
Contribution from Mecklenburg County
152,800
0
0
0
0
152,800
0
0
0
1,500,000
1,500,000
3,000,000
$
2,011,828
2,255,658
1,389,785
2,650,000
2,650,000
10,957,271
$
84,468,509
Capital Fund Balance
Total Taxes
234 068 925
GRANTS
Community Dev Block Grant
Community Dev HOME Grant
Total Grants
CityLYNX Gold Line Fares
Total Fund Balances, Loan Repayments, and
Other
TOTAL GENERAL GOVERNMENT REVENUES
293 793 99
60,190,437
247 857 416
62,896,700
25,916,900
749 207 056
5. GENERAL GOVERNMENT EXPENDITURE
HOUSING & NEIGHBORHOOD DEVELOPMENT
$
TRANSPORTATION
ECONOMIC DEVELOPMENT
ENVIRONMENT
FACILITY INVESTMENTS
TOTAL GENERAL GOVERNMENT EXPENDITURES
$
21,823,977
84,623,977
14,623,977
84,123,977
13,423,977
218,619,885
35,391,209
141,271,095
34,786,771
94,314,813
37,763,815
343,527,703
259,499
32,461,531
178,962
27,323,173
250,789
60,473,954
3,300,000
3,300,000
3,300,000
3,300,000
3,300,000
16,500,000
23,693,824
32,137,391
7,300,727
38,795,453
8,158,119
110,085,514
84,468,509
293 793 99
60,190,437
247 857 416
62,896,700
FY2016 & FY2017 Adopted Strategic Operating Plan
171
749 207 056
FY2016-FY2020 Community Investment Plan
6. ENTERPRISE COMMUNITY INVESTMENT PLAN SUMMARY
Storm Water ($332.7 million)
This program funds repairs to private properties with flooding problems and improvements in the
public right-of-way drainage system. Storm Water totals $332.7 million, a 24.2% increase over
the prior year’s five-year program, and is funded by $202.5 million in cash and $130.2 million in
revenue bonds. The program is self-funded through user fees charged to property owners
according to areas of impervious surface. The Storm Water capital program includes the following
major programs and projects:
• $188.1 million for flood control projects in neighborhood water basins
• $128.5 million for storm water repairs to existing drains and stream restoration/mitigation
• $12.3 million for pollution control projects
• $3.8 million for Post Construction Control
Charlotte Area Transit System (CATS) ($646.6 million)
This program includes funding for maintenance and expansion of the existing bus, special
transportation, circulator, community, and regional transportation systems. The program also
includes planning, design, and construction of rapid transit. Charlotte Area Transit System totals
$646.6 million, a 45.0% decrease from the prior year’s five-year program, and is funded by
federal and state grants and the one half-cent sales tax for transit. The Transit capital program
includes the following major projects:
• $497.7 million for the LYNX Blue Line Extension
• $70.2 million for bus and special transportation vehicle replacement
• $51.2 million for transit maintenance and equipment
• $14.2 million for Transit Support Technology
• $8.6 million for Bus and Light Rail Transit facilities
• $4.7 million for transit corridor planning and development
Water and Sewer ($633.4 million)
This program includes funding for maintenance and expansion of the existing system of water and
sewer mains and water and sewer treatment plants. Water and Sewer totals $633.5 million, a
3.9% increase, and is funded by $289.8 million in cash and $343.6 million in revenue bonds. The
Water and Sewer capital program includes the following major programs:
• $288.7 million to maintain and extend existing infrastructure
• $226.9 million to support growth and development
• $117.8 million to support other public projects and Utilities operations
Aviation ($1.1 billion)
This program includes funding for maintenance and expansions to the airfield, terminal, cargo, and
parking areas. Aviation totals $1.1 billion, a 10.9% decrease from the prior year’s five-year
program, and is funded by $737.6 million in revenue bonds, $283.7 million in federal grants and
passenger facility charges, and $114.6 million in cash. The Aviation capital program includes,
among others, the following major projects:
• $284.5 million for the Fourth Parallel Runway
• $261.3 million for Concourse A expansion
• $244.9 million for Terminal Ticket Lobby expansion
• $70.0 million for Terminal rehabilitation and renovation
• $22.4 million for Concourse ‘E’ expansion and improvements
• $39.2 million for West Ramp Expansion
• $17.0 million for West Boulevard Relocation
FY2016 & FY2017 Adopted Strategic Operating Plan
172
FY2016-FY2020 Community Investment Plan
6. ENTERPRISE FUNDS REVENUE SUMMARY
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
STORM WATER
Storm Water Revenue Bonds
$
15,150,000
38,000,000
27,000,000
21,000,000
29,000,000
130,150,000
43,000,000
40,000,000
38,000,000
38,000,000
36,000,000
195,000,000
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
$
59,650,000
79,500,000
66,500,000
60,500,000
66,500,000
332,650,000
$
126,163,000
83,938,000
33,389,000
33,545,600
21,214,311
298,249,911
226,031,000
24,189,313
0
0
0
250,220,313
25,500,000
25,500,000
526,500
500,000
0
52,026,500
7,156,688
14,585,125
11,197,731
7,886,448
5,303,578
46,129,570
$
384,850,688
148,212,438
45,113,231
41,932,048
26,517,889
646,626,294
$
Storm Water Pay-As-You-Go
Storm Water Program Income
Total Storm Water
CHARLOTTE AREA TRANSIT SYSTEM (CATS)
Federal Transit Grants
Debt Proceeds
NCDOT Transit Grants
CATS Local Contribution
Total CATS
WATER AND SEWER
Water Revenue Bonds
16,130,000
12,100,000
67,210,000
20,720,000
20,370,000
136,530,000
Sewer Revenue Bonds
21,885,000
40,990,000
52,090,000
63,610,000
28,535,000
207,110,000
Water/Sewer Operating Fund
65,185,400
55,643,900
60,053,900
53,990,900
54,935,900
289,810,000
$
103,200,400
108,733,900
179,353,900
138,320,900
103,840,900
633,450,000
$
Total Water and Sewer
AVIATION
Revenue Bonds
169,851,169
18,479,038
48,022,752
170,502,194
330,752,648
737,607,801
Federal Grants & Passenger Facility Charges
41,531,150
20,832,921
26,784,954
65,114,072
129,465,684
283,728,781
Aviation Pay-As-You-Go
57,923,766
18,572,175
17,859,794
9,830,438
10,442,992
114,629,165
Total Aviation
$
269,306,085
57,884,134
92,667,500
245,446,704
470,661,324
1,135,965,747
TOTAL ENTERPRISE FUND REVENUES
$
817,007,173
394,330,472
383,634,631
486,199,652
667,520,113
2,748,692,041
6. ENTERPRISE FUNDS EXPENDITURE SUMMARY
STORM WATER
59,650,000
79,500,000
66,500,000
60,500,000
66,500,000
332,650,000
CHARLOTTE AREA TRANSIT
384,850,688
148,212,438
45,113,231
41,932,048
26,517,889
646,626,294
WATER AND SEWER
103,200,400
108,733,900
179,353,900
138,320,900
103,840,900
633,450,000
AVIATION
269,306,085
57,884,134
92,667,500
245,446,704
470,661,324
1,135,965,747
TOTAL ENTERPRISE FUNDS EXPENDITURES
$
817,007,173
394,330,472 383,634,631
486,199,652
FY2016 & FY2017 Adopted Strategic Operating Plan
173
667,520,113
2,748,692,041
FY2016-FY2020 Community Investment Plan
7. HOUSING AND NEIGHBORHOODS PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
HOUSING
Affordable Housing
Housing Diversity Program
$
Housing Grant Programs
Community Dev BLOCK Grant
7,800,000
15,300,000
300,000
15,300,000
300,000
39,000,000
5,433,380
5,433,380
5,433,380
5,433,380
5,433,380
27,166,900
Community Dev HOME Grant
2,860,490
2,860,490
2,860,490
2,860,490
2,860,490
14,302,450
Innovative Housing
Innovative Housing Program
3,955,107
3,955,107
3,955,107
3,955,107
3,955,107
19,775,535
In Rem Remedy-Residential
550,000
550,000
550,000
550,000
550,000
2,750,000
A Way Home (Rental Assistance Endowment)
900,000
1,200,000
1,200,000
700,000
TOTAL HOUSING
$
21,498,977 29,298,977 14,298,977
28,798,977
TBD
13,098,977
4,000,000
106,994,885
NEIGHBORHOOD DEVELOPMENT
Neighborhood Improvements
Comprehensive Neighborhood
INeighborhood
t Matching Grants
$
Pedestrian Safety
Sidewalk and Pedestrian Safety
0
40,000,000
0
40,000,000
0
80,000,000
325,000
325,000
325,000
325,000
325,000
1,625,000
0
15,000,000
0
15,000,000
0
30,000,000
TOTAL NEIGHBORHOODS
$
325,000 55,325,000
325,000 55,325,000
325,000 111,625,000
TOTAL HOUSING AND
NEIGHBORHOOD DEVELOPMENT
$
21,823,977 84,623,977
14,623,977 84,123,977
13,423,977 218,619,885
HOUSING AND NEIGHBORHOOD DEVELOPMENT REVENUE SUMMARY
Neighborhood Bonds (2014, 2016, 2018)
Housing Bonds (2014, 2016, 2018)
0
7,500,000
40,000,000
15,000,000
0
0
40,000,000
15,000,000
0
0
80,000,000
37,500,000
Street Bonds (2014, 2016, 2018)
Pay-As-You-Go Fund
0
6,082,205
15,000,000
6,382,205
0
6,382,205
15,000,000
5,882,205
0
5,182,205
30,000,000
29,911,025
Community Dev Block Grant
HOME Grant
5,183,380
2,008,392
5,183,380
2,008,392
5,183,380
2,008,392
5,183,380
2,008,392
5,183,380
2,008,392
25,916,900
10,041,960
Innovative Housing Program Income
Community Development Program Income
150,000
250,000
150,000
250,000
150,000
250,000
150,000
250,000
150,000
250,000
750,000
1,250,000
HOME Program Income
Affordable Housing Bonds Program Income
TOTAL HOUSING AND NEIGHBORHOOD
DEVELOPMENT REVENUE SUMMARY
350,000
300,000
350,000
300,000
350,000
300,000
350,000
300,000
350,000
300,000
1,750,000
1,500,000
$
$
21,823,977 84,623,977
14,623,977 84,123,977
FY2016 & FY2017 Adopted Strategic Operating Plan
174
13,423,977 218,619,885
FY2016-FY2020 Community Investment Plan
7. TRANSPORTATION PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
Roads
Street and Road Infrastructure
Northeast Corridor Infrastructure (NECI)
0
35,360,000
0
27,300,000
0
62,660,000
New Garrison Road
$
0
31,200,000
0
0
0
31,200,000
Widen Dixie Berryhill Road
0
0
0
13,520,000
0
13,520,000
Park South Drive Extension
0
8,632,000
0
0
0
8,632,000
Road Planning/Design/ROW
1,192,036
1,145,878
1,098,795
1,050,771
1,001,787
5,489,267
Short Term Road Congestion Improvements
2,876,019
2,963,539
3,052,810
0
0
8,892,368
Non-Street Transportation Infrastructure
26-Mile Cross Charlotte Multi-Use Trail
$
0
30,000,000
0
0
0
30,000,000
2,000,000
1,500,000
1,500,000
1,500,000
1,500,000
8,000,000
SE Corridor Sidewalk and Bike Improvements
0
2,000,000
0
4,000,000
0
6,000,000
Research Drive-J.W. Clay Connector over I-85
0
0
0
12,480,000
0
12,480,000
550,000
550,000
550,000
550,000
550,000
2,750,000
Traffic Signal System Coordination Program
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
Traffic Control Devices Upgrade Program
3,500,000
2,000,000
2,000,000
2,000,000
2,000,000
11,500,000
$
11,618,055
116,851,417
9,701,605
63,900,771
6,551,787
208,623,635
$
7,000,000
112,192,000
5,000,000
62,300,000
5,000,000
191,492,000
4,618,055
4,659,417
4,701,605
1,600,771
1,551,787
17,131,635
$
11,618,055
116,851,417
9,701,605
63,900,771
6,551,787
208,623,635
$
20,106,177
20,709,362
21,330,643
21,970,562
22,629,679
106,746,423
663,686
676,959
690,499
704,309
718,395
3,453,848
CityLYNX Gold Line Phase 1
1,503,291
1,533,357
1,564,024
1,595,305
1,627,211
7,823,188
CityLYNX Gold Line Phase 2
0
0
0
4,643,866
4,736,743
9,380,609
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
$
23,773,154
24,419,678
25,085,166
30,414,042
31,212,028
134,904,068
$
11,003,963
11,224,042
11,448,523
11,677,494
11,911,043
57,265,065
12,769,191
13,128,056
13,390,617
13,658,429
13,931,597
66,877,890
CityLYNX Gold Line Fares
0
0
0
1,500,000
1,500,000
3,000,000
Sales Tax - Partial Transfer from PAYGO
0
67,580
246,026
3,578,119
3,869,388
7,761,113
Repair and Replace Bridges Program
Sidewalk and Curb and Gutter Repairs
Traffic Control
TOTAL ROADS
ROADS REVENUE SUMMARY
Street Bonds (2014, 2016 and 2018)
Pay-As-You-Go Fund
TOTAL REVENUE ROADS
City Transit Investment Program
CATS Maintenance of Effort (MOE)
Transit Contribution to County & Towns
CityLYNX Gold Line Capital Reserve
TOTAL TRANSIT INVESTMENT PROGRAM
TRANSIT INVESTMENT REVENUE SUMMARY
Vehicle Rental Tax
Motor Vehicle License
TOTAL REVENUE TRANSIT INVESTMENT
$
23,773,154
24,419,678
25,085,166
30,414,042
31,212,028
134,904,068
TOTAL TRANSPORTATION & TRANSIT
$
35,391,209
141,271,095
34,786,771
94,314,813
37,763,815
343,527,703
FY2016 & FY2017 Adopted Strategic Operating Plan
175
FY2016-FY2020 Community Investment Plan
7. TRANSPORTATION PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
Charlotte Area Transit System
Transit Vehicles:
Vehicles: Revenue
$
Vehicles: Non Revenue
10,720,517
11,774,926
18,343,247
14,336,300
12,999,000
68,173,990
230,000
694,644
687,144
229,110
229,110
2,070,008
1,330,226
1,024,693
906,481
878,275
905,000
5,044,675
838,937
412,318
523,318
1,125,000
650,000
3,549,573
Transit Facilities:
Bus Facilities: Improvements
LRT Facilities Projects
Transit Maintenance and Equipment:
Bus Equipment: Shop
600,000
620,000
590,000
975,000
954,000
3,739,000
Preventive Maintenance
4,410,377
4,410,377
4,410,377
4,410,377
4,410,377
22,051,885
LRT Maintenance-Of-Way: Equipment & Tools
3,897,375
4,674,670
4,846,966
4,907,228
3,842,413
22,168,652
647,738
688,362
627,376
650,000
650,400
3,263,876
5,297,830
3,290,010
2,029,091
2,012,710
1,523,700
14,153,341
351,051,000
109,047,000
53,000
0
0
460,151,000
4,801,000
10,499,000
10,919,000
11,355,000
0
37,574,000
Transit Planning Support
500,000
500,000
0
350,000
0
1,350,000
Transit Corridor Development - Bridge Program
525,688
576,438
1,177,231
703,048
353,889
3,336,294
384,850,688
148,212,438
45,113,231
41,932,048
26,517,889
646,626,294
83,938,000
24,189,313
25,500,000
14,585,125
148,212,438
33,389,000
0
526,500
11,197,731
45,113,231
33,545,600
0
500,000
7,886,448
41,932,048
21,214,311
0
0
5,303,578
26,517,889
298,249,911
250,220,313
52,026,500
46,129,570
646,626,294
Safety & Security Equipment
Transit Support:
Technology
Transit Corridor Development:
LYNX Blue Line Extension (NE Light Rail)
Core Capacity (BLCE)
TOTAL TRANSIT
$
Charlotte Area Transit System Revenue Summary
Federal Transit Grants
Debt Proceeds
NCDOT Transit Grants
CATS Local Contribution
TOTAL REVENUE TRANSIT
$
$
126,163,000
226,031,000
25,500,000
7,156,688
384,850,688
FY2016 & FY2017 Adopted Strategic Operating Plan
176
FY2016-FY2020 Community Investment Plan
7. ECONOMIC DEVELOPMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
Economic Development
Business Corridor
Business Grant Program
$
100,000
100,000
100,000
100,000
100,000
500,000
$
Economic Development Corridor
Applied Innovation Corridor
Woodward/24th Street Connection
0
2,560,000
0
0
0
2,560,000
Tryon Street Connectivity
0
5,160,000
0
0
0
5,160,000
Matheson Avenue Streetscape
0
0
0
6,760,000
0
6,760,000
Private Development Leverage Fund
0
0
0
2,000,000
0
2,000,000
SE Corridor Land Acquisition & Street Connection
0
12,500,000
0
0
0
12,500,000
Monroe Road Streetscape
0
2,080,000
0
8,320,000
0
10,400,000
Public/Private Redevelopment Opportunities
0
10,000,000
0
10,000,000
0
20,000,000
59,499
61,531
78,962
143,173
150,789
493,954
100,000
0
0
0
0
100,000
259,499
32,461,531
178,962
27,323,173
250,789
60,473,954
100,000
100,000
100,000
100,000
100,000
500,000
159,499
61,531
78,962
143,173
150,789
593,954
0
32,300,000
0
27,080,000
0
59,380,000
259,499
32,461,531
178,962
27,323,173
250,789
60,473,954
Synthetic Tax Increment Grant (property tax)
Economic Opportunity Task Force
Total Economic Development
$
ECONOMIC DEVELOPMENT REVENUE SUMMARY
Business Grant Program Income
$
Pay-As-You-Go Fund
Street Bonds TBA (2014, 2016, 2018)
TOTAL GENERAL ECONOMIC DEVELOPMENT
$
FY2016 & FY2017 Adopted Strategic Operating Plan
177
FY2016-FY2020 Community Investment Plan
7. ECONOMIC DEVELOPMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
Aviation
Airfield Projects
Airfield Pavement Repairs - FY2016
$
Aircraft Rescue and Fire Fighting Station
East Lavatory and Fuel
Fourth Parallel Runway - Design
Fourth Parallel Runway - Construction
Fuel Farm Phase II
Fuel Farm Phase III
High-Speed Taxiway
Master Plan Land Acquisition
Operations and Security Capital Projects
Runway 18L/36R Reconstruction
2,000,000
0
0
0
0
2,000,000
0
0
0
1,085,262
5,329,476
6,414,738
950,308
0
0
0
0
950,308
0
0
2,640,239
35,359,761
0
38,000,000
246,516,901
0
0
0
4,925,102
241,591,799
21,397
0
0
0
0
21,397
0
98,872
4,151,128
0
0
4,250,000
309,276
0
0
0
0
309,276
12,786
0
0
0
0
12,786
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
5,000,000
0
0
0
0
465,282
465,282
1,420,238
0
0
0
0
1,420,238
Taxiway A and C - Rehab
0
0
1,056,252
121,964
0
1,178,216
Taxiway A and C - Object Free Area Clearing
0
0
0
1,000,000
0
1,000,000
Vault
0
0
652,320
3,347,680
0
4,000,000
West Boulevard Relocation
0
0
176,929
9,457,598
7,358,138
16,992,665
13,908,233
260,189
0
0
0
14,168,422
0
0
4,814,008
17,598,101
2,587,891
25,000,000
$
19,622,238
1,359,061
14,490,876
73,895,468
258,332,586
367,700,229
$
110,823,373
2,863,441
0
0
0
113,686,814
0
0
0
21,309,154
126,326,018
147,635,172
Concourse E Expansion
4,361,118
49,497
0
0
0
4,410,615
Concourse E Baggage Transfer Station
7,367,604
65,259
0
0
0
7,432,863
Concourse E Jetways - Phase I
7,593,953
0
0
0
0
7,593,953
0
3,000,000
0
0
0
3,000,000
7,999,150
4,420,225
23,935
0
0
12,443,310
Runway 18L/36R Rehabilitation
West Ramp Expansion - Phase I
West Ramp Expansion - Phase II
Total Airfield Projects
Terminal Complex Projects
Concourse A Expansion - Phase I
Concourse A Expansion - Phase II
Concourse E Jetways - Phase II
East Terminal Expansion - Phase II
Emergency Operations Center - FY2016
250,000
0
0
0
0
250,000
4,104,941
1,478,179
0
0
0
5,583,120
587,681
0
0
0
0
587,681
35,614
0
0
0
0
35,614
Long Term 2 Parking Lot Expansion
5,689,192
417,839
0
0
0
6,107,031
Passenger Boarding Units
1,761,375
0
0
0
0
1,761,375
0
0
0
5,304,784
195,216
5,500,000
Terminal Elevated Road and Tunnel
6,152,622
14,983,736
14,001,170
4,499,035
19,114
39,655,677
Terminal Infrastructure Update
1,330,000
0
0
0
0
1,330,000
Terminal Rehabilitation and Renovation
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
5,000,000
40,280,760
128,311,560
76,293,360
244,885,680
$
159,056,623
28,278,176
55,305,865
160,424,533
203,833,708
606,898,905
$
898,747
1,811,771
773,460
3,771
0
3,487,749
91,971
0
0
0
0
91,971
5,192,690
0
0
0
0
5,192,690
3,461,794
0
0
0
0
3,461,794
19,496,638
5,788,064
0
0
0
25,284,702
Energy Infrastructure
In-Line Baggage System
Long Term Parking Expansion
Roadway Canopies
Terminal Ticket Lobby Expansion
Total Terminal Complex Projects
Miscellaneous Aviation Projects
Environmental Impact Statement
Fuel Master Plan
Miscellaneous Costs
Project Contingency
Master Plan Land South
Sustainability
Total Miscellaneous Aviation Projects
$
100,000
100,000
100,000
100,000
100,000
500,000
29,241,840
7,699,835
873,460
103,771
100,000
38,018,906
FY2016 & FY2017 Adopted Strategic Operating Plan
178
FY2016-FY2020 Community Investment Plan
7. ECONOMIC DEVELOPMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
Facility Renovations
Main Data Center
$
Space Renovation for American and Express
Terminal Rehabilitation
Total Facility Renovation Projects
$
826,173
44,905
0
0
0
10,176
0
0
0
0
871,078
10,176
15,426,933
8,524,720
46,160
0
0
23,997,813
16,263,282
8,569,625
46,160
0
0
24,879,067
New Facilities
Concession Distribution Warehouse
$
5,392
5,410,398
6,954,115
130,096
0
12,500,001
7,515,537
0
579,200
2,157
0
2,164,158
0
2,781,647
0
52,038
8,094,737
5,000,000
$
7,520,929
5,991,755
9,118,273
2,911,743
52,038
25,594,738
$
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
5,000,000
0
711,966
3,277,188
510,846
0
4,500,000
3,957,800
0
0
0
0
3,957,800
4,957,800
1,711,966
4,277,188
1,510,846
1,000,000
13,457,800
Vehicle Maintenance Facility
Data Center
Total New Facilities
Technology
Information Technology Master Plan
Security Enhancement Upgrades
Technology
Total Technology Projects
$
General Aviation Projects
Aircraft Rescue and Firefighting Trucks
$
Bank of America Road Relocation
Fixed Base Operator Infrastructure
Updates
Fixed Base Operator Ramp Rehabilitation
103,516
0
0
0
0
103,516
1,145,509
1,737
0
0
0
1,147,246
200,000
0
0
0
0
200,000
1,376,038
0
0
0
0
1,376,038
Fixed Base Operator Ramp Expansion
0
0
0
2,459,982
540,018
3,000,000
Fixed Base Operator Terminal Expansion
0
1,220,619
1,779,381
0
0
3,000,000
GADO Site Redevelopment
0
0
0
1,587,200
3,412,800
5,000,000
General Aviation Hangars I
0
1,763,770
5,727,544
8,686
0
7,500,000
General Aviation Hangars II
0
0
298,754
2,544,476
3,390,174
6,233,404
2,212,411
1,287,589
0
0
0
3,500,000
$
5,037,474
4,273,715
7,805,679
6,600,344
7,342,992
31,060,204
$
General Aviation Maintenance Hangar
Total General Aviation Projects
Capital Equipment
Airfield Equipment
1,480,200
0
0
0
0
1,480,200
Acquire Airline Jetways
8,000,000
0
0
0
0
8,000,000
Bus Fleet
4,290,000
0
0
0
0
4,290,000
12,000,000
0
0
0
0
12,000,000
750,000
Jetways - 20
Multifunction Equipment
0
0
750,000
0
0
95,000
0
0
0
0
95,000
550,000
0
0
0
0
550,000
$
26,415,200
0
750,000
0
0
27,165,200
$
640,699
0
0
0
0
640,699
550,000
0
0
0
0
550,000
$
1,190,699
0
0
0
0
1,190,699
$
269,306,085
57,884,134
92,667,500
245,446,704
470,661,324
1,135,965,747
$
169,851,169
18,479,038
48,022,752
170,502,194
330,752,648
737,607,801
41,531,150
20,832,921
26,784,954
65,114,072
129,465,684
283,728,781
57,923,766
18,572,175
17,859,794
9,830,438
10,442,992
114,629,165
TSA Command Vehicle Equipment
Vehicle Transponders
Total Capital Equipment
Cargo Development Projects
Cargo South
Excluded Infrastructure Updates
Total Cargo Development
TOTAL AVIATION
AVIATION REVENUE SUMMARY
Revenue Bonds
Fed Grants and Passenger Facility Charges
Airport Pay-As-You-Go
TOTAL REVENUE AVIATION
$
269,306,085
57,884,134
92,667,500
245,446,704
470,661,324
1,135,965,747
$
269,565,584
90,345,665
92,846,462
272,769,877
470,912,113
1,196,439,701
TOTAL ECONOMIC
DEVELOPMENT REVENUES
FY2016 & FY2017 Adopted Strategic Operating Plan
179
FY2016-FY2020 Community Investment Plan
7. ENVIRONMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
Environmental Services Program
Environmental Services Program
$
Trees Program
Tree Trimming & Removal Program
$
1,200,000
FY2018
1,200,000
FY2019
1,200,000
FY2020
1,200,000
TOTAL
1,200,000
6,000,000
0
0
0
0
0
0
1,400,000
700,000
1,400,000
700,000
1,400,000
700,000
1,400,000
700,000
1,400,000
700,000
7,000,000
3,500,000
3,300,000
3,300,000
3,300,000
3,300,000
3,300,000
16,500,000
3,300,000
3,300,000
3,300,000
3,300,000
3,300,000
16,500,000
$
3,300,000
3,300,000
3,300,000
3,300,000
3,300,000
16,500,000
$
24,600,000
2,750,000
10,150,000
1,050,000
21,300,000
2,400,000
23,100,000
2,500,000
27,700,000
3,600,000
106,850,000
12,300,000
3,400,000
6,100,000
6,900,000
2,200,000
2,100,000
2,000,000
2,200,000
3,000,000
3,300,000
16,000,000
17,900,000
29,300,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
3,750,000
3,750,000
Tree Replacement Program
TreesCharlotte
TOTAL GENERAL ENVIRONMENT
FY2017
$
ENVIRONMENTAL SERVICES REVENUE
General Pay-As-You-Go Fund
TOTAL ENVIRONMENT REVENUES
Storm Water
Storm Water Repairs to Existing Drains
Storm Water Pollution Control
Stream Restoration/Mitigation
Storm Water Flood Control
Post Construction Control Program
Stream Mitigation Bank
Area Improvements
Beckwith/Meadow Minor CIP
0
0
0
0
4,600,000
4,600,000
Cedars East Minor CIP
Chatham Minor CIP
0
0
10,100,000
0
0
0
0
4,600,000
0
0
10,100,000
4,600,000
Cutchin Drive SDIP
Edgewater/Rosecrest
0
0
0
0
0
5,200,000
0
0
4,600,000
5,200,000
4,600,000
10,400,000
Hampton Ave Minor CIP
Hill Street Minor CIP
0
0
6,300,000
0
0
14,400,000
0
0
0
0
6,300,000
14,400,000
Hinsdale/Tinkerbell SDIP
Kenilworth/Romany SDIP
0
0
4,600,000
8,800,000
0
0
0
0
0
0
4,600,000
8,800,000
6,100,000
0
0
19,000,000
6,100,000
0
0
0
0
0
12,200,000
19,000,000
Parkwood SDIP
Chandworth SDIP
0
0
0
0
0
0
10,400,000
8,600,000
0
0
10,400,000
8,600,000
Tattersall SDIP
Water Oak SDIP
0
0
900,000
4,600,000
0
0
4,600,000
0
0
0
5,500,000
4,600,000
Yancey Road SDIP
Louise SDIP
0
9,400,000
0
0
4,600,000
0
0
0
0
0
4,600,000
9,400,000
McAlway/Churchhill SDIP
Trade Street SDIP
3,000,000
2,800,000
0
0
0
0
0
0
0
0
3,000,000
2,800,000
0
0
3,400,000
0
0
6,900,000
0
0
0
0
3,400,000
6,900,000
Lyon Court SDIP
Myrtle/Morehead SDIP
Alanhurst/Cherrycrest SDIP
6th & Graham Minor SDIP
Total Storm Water
$
59,650,000
79,500,000
66,500,000
60,500,000
66,500,000
332,650,000
STORM WATER REVENUE SUMMARY
Revenue Bonds
$
15,150,000
38,000,000
27,000,000
21,000,000
29,000,000
130,150,000
43,000,000
1,500,000
40,000,000
1,500,000
38,000,000
1,500,000
38,000,000
1,500,000
36,000,000
1,500,000
195,000,000
7,500,000
59,650,000
79,500,000
66,500,000
60,500,000
66,500,000
332,650,000
Storm Water Pay-As-You-Go
Program Income
TOTAL STORM WATER REVENUES
$
FY2016 & FY2017 Adopted Strategic Operating Plan
180
FY2016-FY2020 Community Investment Plan
7. ENVIRONMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
Total
WATER
Rehabilitation and Replacement
10,500,000
10,500,000
10,500,000
10,500,000
10,500,000
52,500,000
1,000,000
0
0
0
0
1,000,000
Booster Pump Station Upgrades
600,000
100,000
100,000
100,000
100,000
1,000,000
Catawba Pump Station to Franklin Water Main Evaluation
Franklin Water Treatment Plant - Pump Replace & Addition
500,000
0
0
0
0
500,000
200,000
750,000
750,000
0
0
1,700,000
Water Line Rehabilitation/Replacement
$
Replacement of Old Statesville Road 24" PCCP
Catawba Raw Water Pump Station Cell 1 Rehabilitation
0
0
200,000
1,000,000
8,500,000
9,700,000
Fire Hydrant Installation / Replacement
0
200,000
200,000
200,000
200,000
800,000
Elevated Water Storage Tank Rehabilitation
0
100,000
200,000
100,000
100,000
500,000
Water Treatment Plant Rehab and Upgrades
4,000,000
3,600,000
4,000,000
4,600,000
4,600,000
20,800,000
Diesel Generators for BPS
0
0
0
0
500,000
500,000
Duke Dewatering Bldg & Residuals Storage Facility
0
0
0
0
470,000
470,000
2,030,000
0
0
0
0
2,030,000
600,000
0
0
0
0
600,000
500,000
0
0
0
0
500,000
500,000
0
0
0
0
500,000
0
0
660,000
4,470,000
0
5,130,000
6,500,000
8,000,000
8,000,000
8,000,000
8,000,000
38,500,000
1,000,000
0
0
0
0
1,000,000
978' North-South Transmission Main
0
0
8,000,000
0
0
8,000,000
Water Main - Freedom/Tuckaseegee Rd. Replacement
0
0
7,200,000
0
0
7,200,000
North Tryon Transmission Main
0
0
2,000,000
0
0
2,000,000
Northeast Water Transmission Main
0
0
25,700,000
0
0
25,700,000
Plaza BPS Intake Transmission Main -NEWT Extension
0
0
1,250,000
0
0
1,250,000
Plaza Rd. BPS to W.T. Harris TM
0
0
500,000
0
0
500,000
Camp Stewart and Rocky River Church Rd 12" Main
0
0
0
1,500,000
0
1,500,000
Catawba River Water Pump Station- Pump Addition
0
0
0
200,000
1,200,000
1,400,000
978 Booster Pump Station
0
0
5,000,000
0
0
5,000,000
Lee S. Dukes WTP/Stumptown Rd. Transmission Main
0
0
0
3,650,000
0
3,650,000
Gibbon / Nevin to Mallard Tank Transmission Main
0
0
0
3,000,000
0
3,000,000
Developer Constructed Water - Reimbursable
0
0
0
200,000
0
200,000
Vernhoeff Drive Water Main
0
0
0
0
1,300,000
1,300,000
Hambright Road Water Main
0
0
0
0
1,000,000
1,000,000
Independence Blvd. Widening - Water and Sewer
0
0
10,000,000
0
0
10,000,000
Regulatory Requirements
Vest FM & Pump Station to Franklin
$
Water Dist. System Study
Franklin Water Treatment Plant - Quality Improvement
P j t
Water Treatment Regulatory Improvements
Franklin Dewatered Residuals Storage Facility
Capacity for Growth
New Service Installation Water
$
Water Main -Tyvola Road West
Commitment to Public Project and Utility Operations
6,400,000
0
0
0
0
6,400,000
Street and Minor Water Main Extensions
4,200,000
4,200,000
4,200,000
4,200,000
4,200,000
21,000,000
N Meck WTP Generator
3,000,000
0
0
0
0
3,000,000
Technology Projects
1,501,000
1,275,000
1,275,000
1,275,000
1,275,000
6,601,000
UMS / Advantage Billing Operations and Enhancements
2,120,000
250,000
250,000
150,000
150,000
2,920,000
Water Lines for Street Improvements
2,500,000
2,500,000
2,500,000
2,500,000
2,500,000
12,500,000
CityLYNX Gold Line Program Utility Improv Phase II
$
GIS Facilities Mapping
1,471,000
1,403,000
1,418,000
1,430,000
1,400,000
7,122,000
Water Meter Operations Program
1,300,000
1,300,000
1,300,000
1,300,000
1,300,000
6,500,000
Building and Facility Support
800,000
700,000
300,000
200,000
200,000
2,200,000
Water Distribution Flow Monitoring Program
500,000
500,000
100,000
100,000
100,000
1,300,000
75,000
75,000
25,000
25,000
0
200,000
200,000
200,000
200,000
200,000
200,000
1,000,000
Dixie Berryhill Water Projects
0
5,400,000
0
0
0
5,400,000
Franklin WTP - Renovation Main Bldg.
0
500,000
6,500,000
0
0
7,000,000
Water Quality Sampling Stations
0
500,000
500,000
0
0
1,000,000
Catawba River Water Pump Station New Generator
0
0
0
0
450,000
450,000
Dukes Treatment Plant - Backwash Recycle Pump Station
0
0
0
0
250,000
250,000
51,997,000
42,053,000
102,828,000
48,900,000
48,495,000
294,273,000
LIMS Replacement
Security Improvements - Water System
Total Water
$
FY2016 & FY2017 Adopted Strategic Operating Plan
181
FY2016-FY2020 Community Investment Plan
7. ENVIRONMENT PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
Total
SEWER
Rehabilitation and Replacement
Sanitary Sewer Line Rehabilitation
13,000,000
14,000,000
14,000,000
15,000,000
15,000,000
Irwin Creek WWTP Upgrade
$
4,000,000
0
0
0
0
4,000,000
WWTP Rehab and Upgrades
5,800,000
5,800,000
5,800,000
6,800,000
7,800,000
32,000,000
Lift Station Force Main Replace and Rehab
71,000,000
200,000
500,000
500,000
0
0
1,200,000
Sugar Creek WWTP - Phase II
0
17,000,000
0
0
0
17,000,000
Lift Station Improvements
0
0
0
400,000
400,000
800,000
Regulatory Requirements
Sugar & Irwin WAS Equalization Tanks at McAlpine
880,000
0
0
0
0
880,000
Gas Conditioning System at Mallard
170,000
1,130,000
0
0
0
1,300,000
Dewatering Complex Upgrade at McAlpine
0
440,000
2,970,000
0
0
3,410,000
Thermal Hydrolosis System at McAlpine
0
0
7,710,000
49,400,000
0
57,110,000
PS & WAS Pipelines from Irwin to McAlpine
0
0
0
1,800,000
0
1,800,000
Street and Minor Sewer Main Extension
6,000,000
6,000,000
6,000,000
6,000,000
6,000,000
30,000,000
Steele Creek LS Replacement
4,000,000
0
0
0
0
4,000,000
McDowell Basin Trunk Sewers
3,000,000
0
17,000,000
0
0
20,000,000
Clems Branch Pump Station Improvements
3,000,000
0
0
0
0
3,000,000
New Service Installation Sewer
2,700,000
2,700,000
2,700,000
2,700,000
2,700,000
13,500,000
Coffey and Taggart Creek Outfall
Capacity for Growth
1,000,000
0
0
0
0
1,000,000
Torrence Creek Tributary Sewer to Hambright Rd.
975,000
0
0
0
0
975,000
Clarkes Creek to Ramah Church Road
500,000
0
0
0
0
500,000
Developer Constructed Sewer - Reimbursable
310,000
810,000
810,000
810,000
500,000
3,240,000
McAlpine Creek WWMF Final Clarifier
0
5,100,000
0
0
0
5,100,000
Gum Branch Outfall Replacement
0
3,000,000
0
0
0
3,000,000
Upper McAlpine Creek Relief Sewer
0
1,000,000
0
3,500,000
0
4,500,000
McMullen Creek Parallel Sewer & Flow EQ
0
0
7,000,000
0
0
7,000,000
Goose Creek PS and Outfall
0
0
0
0
3,000,000
3,000,000
North Fork of Crooked Creek Trunk Sewer
0
0
0
0
2,700,000
2,700,000
McKee Creek Tributary-Larkhaen GC Trunk
0
0
0
0
2,500,000
2,500,000
Campus Ridge Rd. LS, Force Main, & Grav Sew
0
0
0
0
2,500,000
2,500,000
Dixon Branch Trunk Sewer Extension
0
0
0
0
1,600,000
1,600,000
Fuda Creek Trunk Sewer
0
0
0
0
1,550,000
1,550,000
McCullough Branch LS Improvements
0
0
0
0
1,500,000
1,500,000
Beaver Dam Creek West Branch Outfall
0
0
0
0
1,300,000
1,300,000
Upper Clear Creek Tributary Sewer
0
0
0
0
1,000,000
1,000,000
Cane Creek Southeast Tributary Trunk Sewer
0
0
0
0
700,000
700,000
Lake Road Trunk Sewer (Matthews)
0
0
0
0
625,000
625,000
Mountain Island Tributary Extension
0
0
0
0
510,000
510,000
Cane Creek Trunk Sewer
0
0
0
0
450,000
450,000
Sewer Lines in Streets to be Widened
3,100,000
2,100,000
2,100,000
2,100,000
2,100,000
11,500,000
Site Work at All WWTPs
1,500,000
500,000
500,000
250,000
250,000
3,000,000
Work and Asset Management
758,400
750,900
625,900
350,900
350,900
2,837,000
Flow Metering at Sewer Lift Stations
290,000
290,000
290,000
290,000
290,000
1,450,000
Lift Station Communications, SCADA
20,000
20,000
20,000
20,000
20,000
100,000
Mallard Creek WRF Generator Project
0
0
8,500,000
0
0
8,500,000
Commitment to Public Projects and Utility Operations
Dixie Berryhill Sewer Infrastructure
Total Sewer
0
5,540,000
0
0
0
5,540,000
$
51,203,400
66,680,900
76,525,900
89,420,900
55,345,900
339,177,000
$
16,130,000
21,885,000
65,185,400
103,200,400
12,100,000
40,990,000
55,643,900
108,733,900
67,210,000
52,090,000
60,053,900
179,353,900
20,720,000
63,610,000
53,990,900
138,320,900
20,370,000
28,535,000
54,935,900
103,840,900
WATER/SEWER REVENUE SUMMARY
Water Revenue Bonds
Sewer Revenue Bonds
Water/Sewer Operating Fund
TOTAL REVENUES
FY2016 & FY2017 Adopted Strategic Operating Plan
182
136,530,000
207,110,000
289,810,000
633,450,000
FY2016-FY2020 Community Investment Plan
7. FACILITY INVESTMENTS PROGRAM SCHEDULE
PROJECT TITLE
FY2016
FY2017
FY2018
FY2019
FY2020
TOTAL
New Facilities
Police Station Construction Program
$
0
18,750,000
0
21,900,000
0
40,650,000
13,500,000
0
0
0
0
13,500,000
Northeast Equipment Maintenance Facility
0
2,080,000
0
6,500,000
0
8,580,000
Sweden Road Maintenance Yard Replacement
0
0
0
3,120,000
0
3,120,000
0
4,000,000
0
0
0
4,000,000
Fire Station Renovations
400,000
400,000
400,000
400,000
400,000
2,000,000
Government Center Elevator Upgrades
800,000
0
0
0
0
800,000
Americans with Disabilities Act Investments
400,000
0
0
0
0
400,000
Building Maintenance Program
3,643,824
3,657,391
3,650,727
3,625,453
4,508,119
19,085,514
Roof Replacement Program
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
Parking Lot and Deck Repairs
300,000
300,000
300,000
300,000
300,000
1,500,000
Government Center Plaza Maintenance
700,000
700,000
700,000
700,000
700,000
3,500,000
Landscape Maintenance and Renovation
250,000
250,000
250,000
250,000
250,000
1,250,000
Central Division Station
Facility Renovation
Facility Maintenance
Technology
Technology Investments
500,000
500,000
500,000
500,000
500,000
2,500,000
1,700,000
0
0
0
0
1,700,000
10,193,824
32,137,391
7,300,727
38,795,453
8,158,119
110,085,514
0
18,750,000
0
0
0
18,750,000
0
0
0
21,900,000
0
21,900,000
13,500,000
0
0
0
0
13,500,000
NE Equipment Maintenance Facility (2016 COPs)
0
2,080,000
0
6,500,000
0
8,580,000
Sweden Road Maintenance Yard Replace (2018 COPs)
0
0
0
3,120,000
0
3,120,000
Land for Future Fire Stations (2016 COPs)
0
4,000,000
0
0
0
4,000,000
10,193,824
7,307,391
7,300,727
7,275,453
8,158,119
40,235,514
23,693,824
32,137,391
7,300,727
38,795,453
8,158,119
110,085,514
Peoplesoft Upgrade
TOTAL FACILITY INVESTMENTS
$
FACILITY INVESTMENTS REVENUE SUMMARY
Police Station Construction Program (2016 COPs)
$
Police Station Construction Program (2018 COPs)
Central Division Police Station (2016 COPs)
Pay-As-You-Go Fund
TOTAL FACILITY INVESTMENTS REVENUES
$
FY2016 & FY2017 Adopted Strategic Operating Plan
183
FY2016-FY2020 Community Investment Plan
8. PUBLIC ART SCHEDULE
PROJECT TITLE
FY2016
Comprehensive Neighborhood Improvements
FY2017
FY2018
FY2019
FY2020
TOTAL
0
4,000,000
0
4,000,000
0
8,000,000
Northeast Corridor Infrastructure (NECI)
0
3,536,000
0
2,730,000
0
6,266,000
Research Drive-J.W. Clay Connector over I-85 (N)
0
0
0
1,248,000
0
1,248,000
Cross Charlotte Multi-Use Trail
0
7,500,000
0
0
0
7,500,000
Sidewalks and Pedestrian Safety
0
1,500,000
0
1,500,000
0
3,000,000
SE Corridor Sidewalk and Bikeway Improvements
0
200,000
0
400,000
0
600,000
Police Station Construction Program
0
11,250,000
0
13,140,000
0
24,390,000
Northeast Equipment Maintenance Facility
0
1,248,000
0
3,900,000
0
5,148,000
Sweden Road Maintenance Yard Replacement
0
0
0
1,872,000
0
1,872,000
$
0
29,234,000
0
28,790,000
0
58,024,000
$
TOTAL
$
GENERAL ART ALLOCATIONS
Comprehensive Neighborhood Improvements
0
40,000
0
40,000
0
80,000
Northeast Corridor Infrastructure (NECI)
0
35,360
0
27,300
0
62,660
Research Drive-J.W. Clay Connector over I-85 (N)
0
0
0
12,480
0
12,480
Cross Charlotte Multi-Use Trail
0
75,000
0
0
0
75,000
Sidewalks and Pedestrian Safety
0
15,000
0
15,000
0
30,000
SE Corridor Sidewalk and Bikeway Improvements
0
2,000
0
4,000
0
6,000
Police Station Construction Program
0
112,500
0
131,400
0
243,900
Northeast Equipment Maintenance Facility
0
12,480
0
39,000
0
51,480
Sweden Road Maintenance Yard Replacement
0
0
18,720
0
18,720
292,340
0
287,900
0
580,240
TOTAL
$
0
$
0
40,000
0
40,000
0
80,000
0
127,360
0
58,780
0
186,140
REVENUES
Neighborhood Improvement Bonds TBA
Street Bonds TBA
Certificates of Participation
TOTAL
$
0
124,980
0
189,120
0
314,100
0
292,340
0
287,900
0
580,240
Aviation public art funding is calculated at year-end. The FY2016 allocation from FY2015 projects is $665,685.
FY2016 & FY2017 Adopted Strategic Operating Plan
184
FY2016-FY2020 Community Investment Plan
Estimated Operating Budget and Service Impact from Major Capital Investments
Estimated
Total
Airport/West Corridor
Spine Dixie Berryhill
Infrastructure (New
Garrison Road)
Southern Dixie Berryhill
Infrastructure (Widen
Dixie River Road)
East/Southeast Corridor
Land Acquisition and
Street Connections
Monroe Road
Streetscape
Idlewild Road/Monroe
Road Intersection
Sidewalk and Bikeway
Improvements
Capital Cost
Operating Cost Impact
Periodic repaving and maintenance of street signs and traffic signals;
Increase in street resurfacing costs will be offset by increase in Powell Bill
$ 31,200,000
revenue. Signs and signals maintenance will be covered within existing
capital maintenance budgets.
Periodic repaving and maintenance of street signs and traffic signals;
Increase in street resurfacing costs will be offset by increase in Powell Bill
13,520,000
revenue. Signs and signals maintenance will be covered within existing
capital maintenance budgets.
Periodic repaving and maintenance of street signs and traffic signals;
Increase in street resurfacing costs will be offset by increase in Powell Bill
revenue. Signs and signals maintenance will be covered within existing
capital budgets.
Periodic maintenance of additional sidewalks, curb and gutter, and
10,400,000 landscaping; Costs will be covered within existing sidewalk and landscape
maintenance budgets.
Periodic maintenance of traffic signals and pedestrian crossings; Costs will
4,160,000
be covered within existing capital maintenance budgets.
Periodic maintenance of additional sidewalks, curb and gutter, and bike
8,000,000 lanes; Costs will be covered within existing Sidewalk and Curb Repair
Capital Program budget.
25,000,000
Additional
First
Annual
Year
Operating
Cost
Needed
$10,000
FY2020
$10,000
FY2022
$2,000
FY2018
$5,000
FY2022
$2,500
FY2024
$3,000
FY2020
Northeast Corridor
Research Drive - J.W.
Clay Connector over I-85
(North Bridge #1)
University Pointe
Connection - IBM Drive
to Ikea Blvd (South
Bridge #2)
15,480,000
Periodic bridge maintenance and repair; Maintenance costs will be covered
within existing Bridge Repair Capital Program budget.
$5,000
FY2022
15,080,000
Periodic bridge maintenance and repair; Maintenance costs will be covered
within existing Bridge Repair Capital Program budget.
$5,000
FY2018
$78,000
FY2018
$5,000
FY2018
$1,000
FY2020
$50,000
FY2020
$50,000
FY2018
$10,000
FY2018
$10,000
FY2018
Periodic maintenance of additional sidewalks, curb and gutter, and
106,600,000 pedestrian crossings; Costs will be covered within existing capital
maintenance budgets.
Much of the Applied Innovation Corridor project includes new street
connections, which would require periodic repaving and maintenance of
Applied Innovation
28,960,000 street signs and traffic signals; Increase in street resurfacing costs will be
Corridor
offset by increase in Powell Bill revenue. Signs and signals maintenance will
be covered within existing budgets.
Road/Infrastructure Projects
Northeast Corridor
Infrastructure (NECI)
Park South Drive
Extension
Cross Charlotte MultiUse Trail
Sidewalks and
Pedestrian Safety
Eastern Circumferential
Road
Neighborhood
Transportation Program
Minimal increase in street resurfacing costs offset by increase in Powell Bill
8,632,000 revenue. Signs and signals will be covered within existing maintenance
budgets.
Specific operating costs for City-maintained segments of the Trail cannot be
determined until the design phase of the project is completed. Any City
costs to maintain the Trail will likely be covered within the existing Sidewalk
35,000,000
and Curb Repair and Bridge Repair Capital Program budgets. Some cost
inflation increases in these budget may be needed over time. Some
operating costs will be incurred to maintain CMPD security cameras.
Costs will be covered within existing Sidewalk and Curb Repair Capital
60,000,000 Program budget. Some cost inflation increases in this budget may be
needed over time.
Periodic repaving and maintenance of street signs and traffic signals;
Increase in street resurfacing costs will be offset by increase in Powell Bill
12,064,000 revenue. Signs and signals maintenance will be covered within existing
budgets. Some cost inflation increases in these budget may be needed over
time.
Periodic repaving and maintenance of street signs and traffic signals;
Increase in street resurfacing costs will be offset by increase in Powell Bill
$ 5,200,000 revenue. Signs and signals maintenance will be covered within existing
budgets. Some cost inflation increases in these budget may be needed over
time.
FY2016 & FY2017 Adopted Strategic Operating Plan
185
FY2016-FY2020 Community Investment Plan
Estimated Operating Budget and Service Impact from Major Capital Investments
Estimated
Total
Capital Cost
Traffic Control & Bridges
Upgrade Traffic Signal
$ 15,000,000
System Coordination
Upgrade Traffic
19,000,000
Control devices
Repair and Replace
14,000,000
Bridges
Operating Cost Impact
Costs will be covered within existing traffic system maintenance budget.
Some cost inflation increases in this budget may be needed over time.
Costs will be covered within existing traffic system maintenance budget.
Some cost inflation increases in this budget may be needed over time.
Costs will be covered within existing Bridge Repair Capital Program budget.
Some cost inflation increases in this budget may be needed over time.
Additional
Annual
First
Year
Operating
Cost
Needed
$ 2,500
FY2018
2,500
FY2018
10,000
FY2018
Public Safety & Other Facilities
Joint Communications
Center
68,000,000
6 Police Division
Stations
60,900,000
Land Purchase for
Future Fire Stations
Sweden Road
Maintenance Yard
Replacement
Northeast Equipment
Maintenance Facility
4,000,000
22,620,000
8,580,000
Annual, ongoing facility maintenance and operations of a 73,400 square
foot building. All occupants of the Joint Communications Center (Police 911,
Fire 911, County Sheriff Communications, CDOT Traffic Cameras, CharMeck
311, and the City's Emergency Operations Center) are currently housed in
various existing City and County facilities. Current operating and
maintenance budgets for each of the operations moving into the Joint
Communications Center will be consolidated to support the operations of
the new facility. Moderate cost increases are expected and are currently
being calculated. Offsetting savings of approximately $750,000 per year
will occur from elimination of annual lease payments for the City Data
Center and Charmeck 311. It is feasible to expect that any additional
operation and maintenance costs above those currently budgeted in the
various operations will be less than the ($750,000) cost reduction from
eliminating lease payments. A net overall reduction in costs is possible.
Each Station will require annual, ongoing facility maintenance and
operations for buildings ranging between 10,000 - 12,000 square feet;
Operating and maintenance costs for each new Station will range between
$150,000 - $250,000 per year. Where new City-owned Stations will replace
existing leased facilities, current operating and maintenance budgets for the
leased facilities will continue for the new Stations, with a moderate level of
additional expenses. One of the six funded new stations will be for a newlycreated Police Division that will require approximately 100 new positions.
Periodic landscape and grounds maintenance; minimal, non-recurring costs
to provide landscaping to maintain vacant parcels.
Annual, ongoing facility maintenance and operations for a vehicle
maintenance building replacing an existing facility; moderate additional
costs above expenses currently budgeted for existing building being
replaced
Annual, ongoing facility maintenance and operations for a new vehicle
maintenance building; Full operating and maintenance budget will be
required for this new facility, including Salary & Benefits for four additional
positions. Operating costs for current Equipment Maintenance facilities
range from approximately $300,000 - $500,000 per year.
0 FY2018
8,716,000
FY2017
500
FY2018
113,000
FY2024
580,967
FY2022
$ 100,000
FY2024
Neighborhood Improvements
Comprehensive
Neighborhood
Improvement
Program (CNIP)
Periodic maintenance of additional sidewalks, curb and gutter, landscaping,
and pedestrian crossings; Initial maintenance costs will be covered within
$ 120,000,000 existing capital maintenance budgets. At full completion of all five CNIP
Community areas, the capital maintenance budgets will require additional
funding to fully support the new infrastructure.
Total Capital Cost $ 711,396,000 Total Estimated Additional Operating Costs
Total Annual Operating Costs (Excluding new Police Division
staffing)
FY2016 & FY2017 Adopted Strategic Operating Plan
186
$ 9,771,967
$ 1,271,967
FY2016-FY2020 Community Investment Plan
9. COMMUNITY INVESTMENT PLAN PROGRAM POLICIES
Improving the quality of life of its citizens is the City of Charlotte’s mission and the foundation of
the Community Investment Plan. The Plan’s goal is to maintain or replace high priority
infrastructure as needed. By facilitating economic development, enhancing the tax base, and
protecting the community’s safety and environmental resources, the Community Investment Plan
benefits all segments of the community and supports all roles of municipal government.
City Council’s policies for developing and implementing the Community Investment Plan
1. Evaluate capital projects requests according to the following priorities:
1st priority:
Maintenance and/or retrofitting of existing infrastructure
2nd priority:
Replacement of existing infrastructure
3rd priority:
Expansion of existing infrastructure
4th priority:
New infrastructure
2. Develop and implement a capital program based on Smart Growth principles:
•
Maintain land use planning
•
Design for livability
•
Sustain effective land use decisions
•
Safeguard the environment
•
Strengthen neighborhoods
•
Expand transportation choices
•
Build a competitive economic edge
•
Use public investment as a catalyst
3. Preserve the existing tax base, a fundamental principle for City capital investment decisionmaking
4. Affirm neighborhoods as a foundation of the community and emphasize a reinvestment
program for all neighborhoods
5. Form partnerships with citizens and businesses to leverage public dollars and make the
community one of choice for living, working, and leisure activities
6. Serve as a platform for economic development through the funding of priority projects in
targeted investment areas
7. Provide a balanced capital plan, which funds the highest priority community needs in a variety
of program areas
8. Anticipate infrastructure and facility needs resulting from future changes in the City’s
boundaries and density that are consistent with Council’s development and growth policies
9. Comply with applicable federal and state mandates
FY2016 & FY2017 Adopted Strategic Operating Plan
187
FY2016-FY2020 Community Investment Plan
9. COMMUNITY INVESTMENT PLAN FINANCIAL POLICIES
1. General government debt policies:
•
Diversify revenue sources dedicated to capital formation and debt service
•
Maintain a balanced mix of financing strategies for funding capital projects without an
excessive reliance on any one source. Examples of financing strategies include:
–
–
–
Pay-As-You-Go
Grants
Debt
•
Provide for issuance of additional debt at reasonable time intervals without increasing
taxes, and timed in such a way as to avoid erratic impacts on tax rate changes
•
Maintain the highest credit ratings by scheduling and issuing debt that sustains
reasonable ratios (e.g. percent of outstanding debt to assessed value)
2. Maintain revenues dedicated to the capital program in the Municipal Debt Service
Fund:
•
•
•
•
Allocation of the property tax rate
Investment (interest) income
Sales Tax (one-half cent)
Other miscellaneous revenues including Alcoholic Beverage Control (ABC) profits, beer
and wine license revenues, and a contribution from Mecklenburg County for its share of
debt costs remaining from the consolidation of Park and Recreation
3. Maintain the Municipal Debt Service Fund Balance at an adequate level to cover debt
costs:
•
The ratio of debt service fund balance to actual annual debt service costs will be
approximately 50%.
4. Use the Pay-As-You-Go Tax Fund in conjunction with long-term debt financing to
finance capital projects
5. Dedicate asset sales to the Community Investment Plan:
•
The retirement of any outstanding debt on sold assets will be the first use of sale proceeds.
6. Maintain the General Government fund balance at 16% of the operating budget:
•
Funding in excess of 16% of the General Fund balance is dedicated to Pay-As-You-Go
capital expenses, unless otherwise directed by Council.
7. Maintain the Enterprise Funds' capital programs on a self-sustaining basis:
•
Water and Sewer, Storm Water, and Aviation capital projects are financed from
revenues generated from user fees and charges.
•
The Water and Sewer rate study assumes maintenance of debt service coverage as
required in Revenue Bond financing documents.
•
Charlotte Area Transit System projects are supported by federal and state grants, and
the one-half cent sales tax dedicated to transit.
8. Pursuant to the North Carolina General Statutes, the City’s outstanding general
obligation debt is subject to a legal limitation based on 8% of the total assessed
value of real and personal property.
FY2016 & FY2017 Adopted Strategic Operating Plan
188
Adopted FY2016 User Fees
Regulatory and Non-Regulatory User Fees
User fees are fees charged to those who receive governmental services or use governmental facilities. These
fees are categorized as regulatory or non-regulatory:
The purpose of regulatory user fees is to recoup costs associated with providing special regulatory services.
Regulatory user fees are associated with or incident to a regulatory program, such as land use permits,
subdivision reviews, dance hall licenses, and hazardous chemical permits.
•
Effective July 1, 2005, City Council adopted a fully allocated cost recovery rate of 100% for regulatory
user fees. The fully allocated cost recovery model includes both direct and indirect costs. Staff time is
an example of direct costs. Facility cost is an example of indirect costs.
•
Regulatory user fees are calculated based on the annual operating budget and are driven by the
complexity of the service, number of units, and amount of staff time. Regulatory user fees may
fluctuate from year to year because they are based on the annual operating budget.
•
The appendix at the end of the User Fee section includes a detailed step-by-step example of the
regulatory user fee cost recovery calculation.
Non-regulatory user fees include all other user fees for City services or facilities that are unrelated to
regulations. Examples are fees associated with City-owned cemeteries or airport landing fees. These fees are
calculated using different methods since City Council’s policy does not require non-regulatory fees to recover
a specific percentage of the costs incurred by the City agency in the provision of the service. Aviation fees,
for example, are based on negotiated contracts. The goal for cemetery fee is to be competitive in the
market while providing quality, affordable services, and stable perpetual care.
FY2016 User Fee Highlights
The City’s User Fee Ordinance requires the City Manager to notify City Council of any new or increased fees
through the budget process. From July 2008 through June 2012, user fees remained flat to mitigate impacts
from the economic decline. Effective July 1, 2012, City Council approved a multi-year approach to gradually
return to the fully allocated cost recovery model for regulatory fees. In accordance with current Council
direction, in FY2016 the majority of the regulatory user fees recover 100% of costs. The average cost recovery
for the original recommended combined regulatory user fees increased from 83.3% to 93.8%. The adopted
FY2016 fees recover 92.4% and include City Council’s change to the recommended cost recovery rate from
100% to 80% on the following five frequently cited fees: Transportation’s Commercial Site Permit, Major
Rezoning Fee and Right-of-Way Permit for Large Festivals; and Engineering & Property Management’s
Commercial Subdivision and Residential Subdivision Fee. The adopted FY2016 User Fees, along with the
percentage of general fund subsidy are included in the User Fee Schedule by department.
New regulatory fees include the following: Historic District Review, Sketch Plan Review, Street Exception
Review, Temporary Infrastructure Permit, and State Mandated Fire Inspections. New fees associated with nonregulatory fees include: applying an administrative fee to issuance of Land Development’s Letter of Agreement
(LOA) and adding a new expedited presubmittal meeting option. LOAs are an option to allow for completion of
non-safety land development requirements beyond the issuance of the building certificate of occupancy. Similar
to the current premium expedited plan review service, Land Development added an expedited presubmittal
meeting with an administrative charge for the premium service.
Summary of Recovery Rate for Regulatory User Fees
Department/Regulatory Service
1
2
3
4
5
6
7
8
Engineering & Property Mgmt: Land Development
Transportation: Land Development & Right-of-Way
Planning: Rezoning, Subdivision, Urban Plan &
Zoning
Fire: Fire Code & Plans Review
Police: Adult Businesses, Carnival, Dance Halls &
Passenger Vehicle For Hire
Neighborhood & Business Services: Zoning Admin.
City Clerk’s Office: Legal Advertisements-Rezonings
Total Recovery Percentage based on totals
FY2015
Recovery Rate
79.0%
100.0%
FY2016
Recovery Rate
97.6%
94.9%
76.0%
65.1%
34.9%
100.0%
100.0%
0.0%
87.0%
81.0%
19.0%
76.3%
65.5%
83.3%
68.1%
73.8%
92.4%
31.9%
26.2%
7.6%
FY2016 & FY2017 Adopted Strategic Operating Plan
189
Subsidy
2.4%
5.1%
Adopted FY2016 User Fees
Regulatory and Non-Regulatory User Fees
FY2016 User Fee Highlights continued:
The following pages detail the rates for regulatory user fees as well as the rates for non-regulatory user
fees. In addition to the list of Regulatory and Non-Regulatory User Fees, this fee section includes storm
water, as well as water and sewer fees.
Regulatory Fees
The two charts provide trend history of occurrences associated with subdivision and land development
approvals and depicts the direct correlation with the previous economic downturn.
Subdivision Projects
Other Land Development Approvals
FY2016 & FY2017 Adopted Strategic Operating Plan
190
Adopted FY2016 User Fees
Regulatory and Non-Regulatory User Fees
FY2016 User Fee Highlights continued:
1. Engineering & Property Management - Land Development
•
•
Provides quality service by completing plan reviews 93% on-time and approving plans after an
average of 1.93 reviews (FY2014 year-end).
Adopted FY2016 User Fees include:
o
Council’s adopted fees modified the recommended cost recovery rate from 100% to 80% on
the following two fees: Land Development’s Commercial Subdivision Fee and Residential
Subdivision Fee with an overall 97.6% cost recovery for Land Development’s review and
inspection fees. The City’s complete subdivision plan review and inspection includes Land
Development, Planning, Charlotte Water, and Transportation staff.
o
Reduction in the following Land Development fees: Commercial Tree Ordinance,
Detention/Drainage Plan review, and Grading/Erosion Control
o
Adding a new Subdivision Sketch Plan Review fee
o
Due to increased workload, and to maintain service goals, adding one Plans Reviewer in July
2015 and one Zoning Plans Reviewer in January 2016.
2. Charlotte Department of Transportation - Land Development & Right-of-Way
•
Adopted FY2016 User Fees include:
o
Council’s adopted fees reduced the recommended cost recovery rate from 100% to 80% on
the following three fees: Transportation’s Commercial Site Permit, Major Rezoning Fee, and
Right-of-Way Permit for Large Festivals with an overall 94.9% cost recovery for
Transportation’s user fees.
o
Adding one Engineering Project Coordinator in July 2015. During the recession, CDOT
decreased staffing accordingly. Land development permits have increased 53% since FY2012.
o
Restructuring rezoning review fee into major and minor to better reflect the level of effort to
process and analyze rezoning petitions. Added Temporary Infrastructure Permit.
o
Combining commercial building, driveway and site plan review into one fee
o
Reducing Transportation’s subdivision review fee by 6.4%
3. Charlotte-Mecklenburg Planning Department – Rezoning, Subdivision, Urban Plan and
Zoning Administration
•
•
•
Adopted FY2016 fees increase by an average of 7% for a projected recovery rate of 65.1%.
Changes to the fees result in more equitable fee structure and better reflect the level of effort
associated with fees. The current FY2015 fees do not recoup all of the staff time associated with
projects prior to submittal.
o
Although the projected recovery rate is 65.1% for FY2016, Planning will utilize a two-year
phased approach to reach City Council’s goal of 100% recovery by FY2018 to minimize the
impact to the development community and provide time for further analysis.
o
Collection rates for FY2015 are higher than originally projected due to the increase in
development activity. An increase in revenue is also projected for FY2016 due to increased
development and a revised fee structure.
New fees for FY2016 include:
o
Historic District Projects to recover costs associated with the additional staff added in
FY2015.
o
Subdivision Sketch Plan Review to recoup costs not currently included in other fees.
o
Subdivision Street Exemptions Review to recoup costs not currently included in other fees.
o
Administrative Zoning Services; includes Parking Reductions, Alternate Buffer Plans,
Innovative Site Plan Review, and Streetscape Modifications.
Rezoning fees restructured to better reflect the level of effort to process and analyze rezoning
petitions.
o
Currently, FY2015 fees for conditional rezonings range from $3,240 to $5,090.
o
Adopted FY2016 fees for the City’s combined major conditional rezoning review is $8,575
and recovers 63% of the cost. Major conditional rezonings make up one-third of all
FY2016 & FY2017 Adopted Strategic Operating Plan
191
Adopted FY2016 User Fees
o
conditional rezonings and are defined as rezonings that are 10 acres or greater or rezonings
that create 2,500 or more trips/day.
Combined fee for minor conditional rezonings (all rezonings that do not meet either of the
thresholds for major rezonings) totals $4,395. These make up about two-thirds of all
conditional rezonings.
4. Charlotte Fire Department - Fire Code and Plans Review
•
Adopted FY2016 User Fees include:
o
o
o
o
100% cost recovery for Plans Review and Fire Permit Fees and represent an average increase of
8%. Fire’s fees did not increase in FY2015.
Adding new category for State Mandated Inspections based on square footage or type of structure
Adding Hazardous Location Close Out fee to the list of Fire Permit – Category A
Collaboration with Planning and other City departments to restructure rezoning fees. Updates to
Fire’s review resulted in reduction in Fire’s rezoning review fee.
5. Charlotte-Mecklenburg Police Department – Adult Businesses, Carnivals, Dance Halls, and
Passenger Vehicle for Hire permits
•
Adopted FY2016 User Fees recover 81% of the costs, with additional analysis prior to FY2017
recommendations. Due to additional expenses and decrease in the average number of occurrences,
FY2016 adopted fees recover 6% less than the current FY2015 cost rate of 87%.
6. Neighborhood & Business Services – Zoning Administration
•
•
Fees increase by an average of 7%, consistent with current practice to continue to move towards
100% recovery of costs. Further evaluation of costs and fees during FY2016 is planned.
Recovery rate decreases to 61.8% from 76.3% in FY2015.
7. City Clerk’s Office - Legal Advertisements for Rezoning Petitions
•
•
•
Fee for legal advertisements for rezoning increased by $25 to move towards 100% recovery.
Currently, in FY2015, the advertisement fee is applied per petition, and is not assessed for additional
advertisements if rezoning is deferred. Adopted FY2016 fee includes assessing the same fee when
advertising the rezoning for second and subsequent deferrals.
Average advertising cost is currently $305.
History of user fee: FY2012 - $120; FY2013 - $130; FY2014 - $150; FY2015 - $200 and FY2016 $225
8. Charlotte Water - New Services Plans Review/Inspection
•
•
FY2017 Budget includes new regulatory user fees as follows:
o
Backflow Plan Review,
o
Backflow Inspection,
o
Subdivision Project Initiation,
o
Subdivision Plan Review, and
o
Subdivision Inspection.
Includes outreach to the development community in FY2016, with phased implementation starting in
FY2017, with a projected date of July 1, 2016.
•
Non - Regulatory Fees
9. Aviation
•
Airline fees are based on Aviation’s cost recovery model. Parking rates and Tenant Fees are
determined by the Aviation Director. Adopted FY2016 fees include the following:
o
Airline Fees:

Landing Fees per 1,000 pounds total landing weight increased 4.6% from $0.87 to $0.91.

Maintenance/Operations fees of $16.92 increased to $19.52 per square foot.
o
Parking Fees:
FY2016 & FY2017 Adopted Strategic Operating Plan
192
Adopted FY2016 User Fees
Hourly parking deck rates, daily parking deck rates, long term lot and all valet parking rates
remain the same as the current FY2015 rates
Tenant Fees:

Tenant Parking Cards for employees will increase from $245 per card to $300 per card.
Aviation benchmarked with other airports and the new fee is in line with similar airports.

o
10. City Clerk’s Office
•
The fee for Voluntary Annexation Petition remains set at $400.
11. Engineering & Property Management
•
•
•
•
•
Cemetery Fees increased for the first time since FY2010. The average fee increase is 20.2%, (or 3.3%
if annualized over the last six years).
Adopted Land Development Non-Regulatory Fees:
o
Add a new premium service option. Similar to the current premium expedited plan review service,
Land Development proposes adding an expedited presubmittal meeting with an administrative
charge for the premium service. Currently, four land development presubmittal meetings are
available each week. No fees are associated with the weekly appointments. Due to the
popularity of this service, the time slots are booked weeks in advance. To accommodate
customers with time constraints, an optional expedited presubmittal meeting may be scheduled,
and the administrative fee of $500 would apply.
o
Apply the administrative fee to the issuance of Letters of Agreements (LOA). The City currently
offers customers an option to enter into a Letter of Agreement to allow the completion of some
non-safety requirements beyond the issuance of the certificate of occupancy. The administrative
fee would recoup staff time directly related to LOAs.
o
Bond Administration Service fee for land development surety bonds increased 15%.
o
Tree Ordinance Payment in Lieu Fee remains the same at $80,100 per acre.
Employee Parking Fees remain unchanged.
Public parking fees increase by $0.25 per ½ hour to $1.25 while maintaining a competitive and
affordable uptown parking option. Daily maximum increases from $12 to $13.
Application fees for Telecommunication Tower Leases remain unchanged.
12. Charlotte-Mecklenburg Police Department – Animal Care & Control
•
•
•
Adoption fees remain unchanged from FY2015 to encourage animal adoptions. Adoption rates for
parrots, horses, and cows will continue to be offered at the going market rate or auction starting price.
Spay/Neuter Fees remain unchanged
Reclaim, boarding, rabies shots, and microchip fees remain unchanged.
13. Solid Waste Services
•
•
•
City Code was amended to add a Small Business Fee for small waste generators of 512 gallons or less per
week.
City Code was also amended to change the residential Disposal Fee to a General Solid Waste Fee for Single
and Multi-Family Residential Units. The fee was changed from “Residential Solid Waste Disposal Fee” to
“Residential Solid Waste Services Fee” to align with the name used on the property tax bill and reflect the
City Code change.
Fee changes include:
o
Decrease in Single Family Solid Waste Fee from $47 to $25 annually
o
Increase Multi-Family Solid Waste Fee from $24 to $25 annually
o
Implement a Solid Waste Small Business Fee of $250 annually
o
Veterinary Dead Animal Collection Fees remain unchanged.
14. Charlotte Department of Transportation
•
•
Off-Duty Police Officer Permits remain unchanged.
Parking Permits for Third and Fourth Ward residents remain unchanged.
Other Fees
FY2016 & FY2017 Adopted Strategic Operating Plan
193
Adopted FY2016 User Fees
15. Engineering & Property Management – Storm Water Fees
•
•
•
Frequent and large flood events are straining older drainage systems and increasing the number of citizen
requests. These newer requests compete with a backlog of high and medium requests for limited funding.
FY2016 fee schedule includes a change from two detached single-family rates to four.
In FY2016, the monthly fee does not change for the majority of detached single-family storm water
customers. The median parcel in each of the four detached single-family tiers will pay the same per
square foot fee for their impervious area in FY2016 as in previous years.
16. Charlotte Water – Water and Sewer Fees
•
•
•
•
•
•
•
The water and sewer rate methodology was modified for the FY2016 & FY2017 Adopted Budget. The Tier 1
subsidy is eliminated and the Availability Fee increased to recover approximately 25% of Debt Service.
Total fixed billing charge per month increased from $2.50 to $3.15 for water and sewer service.
The sewer volume rate remained at $4.51 per ccf (ccf = 100 cubic feet) for all sewer customers
The typical monthly total water and sewer bill for residential customers is estimated to be $58.45 in
FY2016, an increase of $1.55 per month.
The typical bill assumes 5,236 gallons or 7 ccf used each month. Based on the current rate structure,
users consuming more than the typical level of consumption are charged a higher rate to encourage
conservation and responsible use of this resource.
The common residential capacity/connection fee increased from $2,235 to $2,504 for water and from
$4,291 to $4,998 for sewer.
New land development fees are being implemented. The new fees recover costs associated with plan
review/construction inspection. This process includes outreach to the development community in FY2016.
Fees will be phased in beginning July 2016.
FY2016 & FY2017 Adopted Strategic Operating Plan
194
Adopted FY2016 User Fees
Engineering & Property Management
1. Regulatory Fees: Land
Development
Basis
As-Built for Subdivisions > 2 years from
approval date
Per As-Built
Commercial Plan Review & Inspection 1
Per project
Commercial Tree Ordinance Review &
Inspection
Per project +
per tree planted
Commercial Tree Preservation
Commercial Zoning Plan Review &
Inspection 2
Detention/Drainage Plan Review &
Inspection 3
Per project
Explanation in
note 2 below
Per project +
denuded acre
Per project +
per acre
FY2015
$
FY2016
610 $
1
% Change % Subsidy 2
625
2.5%
0.0% 1
1,485
2,040
37.4
0.0
1
1,570 +
10/tree
1,370 +
10/tree
-12.7
0.0
1
1,400
1,510
7.9
0.0
1
95 - 920
115 - 1105
21.1
0.0
1
2,400 + 100
1,970 + 100
-17.9 9
0.0
1
4,485 + 100
4,360 + 100
-2.8
0.0
1
Major Commercial Subdivision Review & Per project +
Inspection 3, 4,5
denuded acre
3,740 + 100
6,490 + 100
73.5
0.0
1
Major Residential Subdivision Review &
Inspection 3, 4,5
Per project +
per acre
4,200 + 100
6,830 + 100
62.6
20.0
1
Minor Administrative Review
Per project
485
500
3.1
20.0
1
Minor Residential Subdivision (without
streets) Review & Inspection
Per project
1,185
1,265
6.8
0.0
1
Plat Review & Inspection
Per project
Residential Tree Ordinance (Single-family
Subdivision) and Residential Tree
Preservation
Per project
Revision to Approved Plan
(Administrative Review)/Administrative
Fee
Per project
1,185
1,265
6.8
0.0
1
1,855 +
10/acre
2,040 + /acre
9.9
0.0
1
1,130
1,150
1.8
0.0
1
Grading/Erosion Control Permit 3
Rezoning Staff Review & Inspection
Per project
265
265
0.0
0.0
1
Sketch Plan Review - NEW
Per project
Per Certificate of
Occupancy
n/a
80
new fee
0.0
1
50
70
40.0
0.0
1
2,825
2,830
0.2
0.0
1
Single-family Residential Lot Inspection
Urban Design Plan Review & Inspection 6 Per As-Built
FY2016 Adopted User Fees include a new Sketch Plan Review fee.
Note 1: Engineering collects for driveway permit reviews, which includes CDOT's services on all complex traffic
reviews for building permits, and driveway permit applications
Note 2 (with FY2016 fees): City Engineering Fee(s) collected by Mecklenburg County. Construction costs of $1 $3,000=$115 fee; $3,001-$50,000=$180 fee; $50,001-$100,000=$440 fee; $100,001-$1,000,000=$920; over
$1,000,001=$1,105 fee; RTAP review= $175 fee; CTAC review=$105 fee
Note 3: Grading, Detention, and Subdivision fees are based on exact acre. Fees are computed by adding the project
fee and per acre fee.
Note 4: Major Subdivision includes Single-Family, Multi-Family, and Mixed-Use
Note 5: Major Subdivision costs based on total acreage; Commercial Subdivision costs based on denuded acreage
Note 6: Applies to Uptown Mixed Use Development, Mixed Used Development District , Pedestrian Overlay, Transit
Station Overlays, and Transit Oriented District Overlays. Engineering collects for these reviews, which includes
additional fees by CDOT and Planning. If tree save and tree plantings are required, the Commercial Tree Fee and
Commercial Tree Preservation applies to Urban Design reviews.
FY2016 & FY2017 Adopted Strategic Operating Plan
195
1
1
1
1
1
1
1
Adopted FY2016 User Fees
Charlotte Department of Transportation
2. Regulatory Fees: Land Development and
Right-of-Way
FY2015
FY2016
1
%
% Change Subsidy 1
A. Land Development Permits and Fees:
Commercial Building/Driveway Permit/Site Plan*
1
$
100-300 $
590
96.7%
20.3% 1
Rezoning - Minor*
1,400
770
-45.0
0.0
1
Rezoning - Major*
1,400
3,015
115.4
20.0
1
Rezoning Petition
1,400
Subdivision Processing*
1,400
1,310
-6.4
0.0
1
Urban Reviews
1,900
2,045
7.6
0.0
1
see restructured fees above
1
B. Right-of-Way Permits:
1
Festival Permits:
1
Small event - 1 day only
1
350
0.0
0.0
1
350
855
144.3
20.1
1
50
75
50.0
0.0
1
Medium 1,000 to 3,000 attendees
100
470
370.0
0.0
1
Large> 3,000 attendees
200
940
370.0
0.0
1
Large festival >1 day (a permit is required for every day
for the duration of the event)
no fee
Parade Permits:
1
Small< 1,000 attendees
Right-of-Way (ROW) Changes:
1
Right-of-Way Abandonment**
Right-of-Way Encroachment
Temporary Infrastructure Permit - NEW
1,450
3,325
1,800
n/a
Based on
Actuals
Utility Right-of-Way (ROW) Ordinance***
Sidewalk Dining Permit
150
129.3
0.0
1
1,800
0.0
0.0
1
300
Based on
Actuals
new fee
0.0
1
0.0
0.0
1
225
50.0
0.0
1
0.0
1
Valet Parking Permit (New, Renewal, & Revised)
100-250
420
320.0
* Transportation's portion; additional fees collected by Engineering & Property Management, and Planning
Department
** $3,325 for one street or alleyway abandonment; $1,660 for additional street or alley abandonments
***
Per the Utility ROW Stakeholder process, fees are calculated based on annual operational costs and actual
usage, and billed annually. Google Fiber revenue is included in FY2016.
FY2016 & FY2017 Adopted Strategic Operating Plan
196
1
1
1
Adopted FY2016 User Fees
Charlotte-Mecklenburg Planning Department
3. Regulatory Fees: Rezoning, Subdivision, Urban
Plan, and Zoning Administration
FY2015
FY2016
%
% Change Subsidy
A. Rezoning:*
Single-family (Conventional)
925
n/a
0.0%
0.0
Multi-family (Conventional)
$
1,350
n/a
0.0
0.0
Other (Conventional)
2,300
n/a
0.0
0.0
Single-family (Conditional)
1,250
n/a
0.0
0.0
Multi-family (Conditional)
1,850
n/a
0.0
0.0
Other (Conditional)
3,100
n/a
0.0
0.0
Conventional NEW (restructured to 1 conventional)
n/a $
1,950
0.0
0.0
Conditional (Minor) NEW (restructured)
n/a
3,100
0.0
0.0
Conditional (Major) NEW (restructured)
n/a
5,000
0.0
0.0
Text Amendment
1,000
1,500
50.0
40.0
Amended Site Plan Approval
500
465
-7.0
0.0
Administrative Zoning Services (Sign Flex Option)
250
240
-4.0
0.0
Preliminary Single-family (Streets)
1,450
1,550
6.9
17.2
Preliminary Non-Residential*
1,125
1,200
6.7
75.3
Preliminary Plan Revisions
B. Subdivision Review:*
1,250
800
-36.0
0.0
Final Plats
325
350
7.7
37.7
Final Plats Revision
275
245
-10.9
0.0
Condo Plats
250
270
8.0
70.2
2,000
n/a
2,135
500
6.8
new fee
22.5
15.3
Planned Multi-family Review
Sketch Plan Review-NEW
Street Exceptions-NEW
Variances & Appeals
n/a
500
new fee
85.8
2,500
2,500
0.0
0.0
1,600
1,280
-20.0
0.0
250
255
2.0
0.0
175
400
175
400
0.0
0.0
95.8
61.9
C. Urban Plan Review:*
Urban Plan Review
Urban Plan Review - Minor & Revision (Administrative
Review)
D. Zoning Administration:
Appeals (Residential)
Appeals (Non-Residential)
Variances (Residential)
675
700
3.7
67.0
1,600
1,650
3.1
58.1
Administrative Deviation (Residential)
200
200
0.0
90.5
Administrative Deviation (Non-Residential)
425
425
0.0
91.0
Variances (Non-Residential)
E. Historic District Review:
NEW
Minor Review
n/a
500
new fee
15.0
Major Review
n/a
1,000
new fee
28.8
Major Review (with survey)
n/a
1,950
new fee
0.0
Adopted FY2016 User Fees include restructured Rezoning fees, new Historic District Review fees, new Sketch Plan
Review fee and new Street Exception fee. Updated the name of Sign Flex Option fee to Administrative Zoning
Services fee.
*Planning portion of fee
FY2016 & FY2017 Adopted Strategic Operating Plan
197
Adopted FY2016 User Fees
1
Charlotte Fire Department
4. Regulatory Fees: Fire Code and Plans
Review
FY2015
FY2016
% Change % Subsidy
A. Fire Code Permits:
ABC Inspection/Permit
$
1
0.0% 1
0.0 1
1
125 $
135
8.0%
Aerosol Products
Combustible Dust Producing Operations/Pulverized
particles
Combustible Liquids Class 2 & 3 (25-60 gallons on
property)
Covered Mall Buildings–Display-liquid or gas-fired
equipment
125
135
8.0
125
135
8.0
125
135
8.0
0.0
125
135
8.0
0.0
Covered Mall Buildings–Retail Fixtures/Concessions
125
135
8.0
0.0
Covered Mall Buildings–Use of open flame producing
equipment
125
135
8.0
0.0
Day Care/Group Homes - Renewable
125
135
8.0
0.0
Day Care/Group Homes - Non-Renewable
Dispensing of Flammable/Combustibles including service
stations
125
135
8.0
0.0
125
135
8.0
0.0
Dry Cleaning Plants
Flammable Liquids Class 1 (5-50 gallons inside/10-50
outside)
125
135
8.0
0.0
125
135
8.0
0.0
Fumigation & Thermal Insecticide Fogging
125
135
8.0
0.0
Hazardous Chemicals ≤110 gallons; 1,000 pounds
125
135
8.0
0.0
Hazardous Location Close Out - New
n/a
135
new fee
0.0
Heliport/Helistop
125
135
8.0
0.0
Lumber Storage/Yards & Woodworking Plants
125
135
8.0
0.0
Non-Mandated Inspection Fee
125
135
8.0
0.0
Re-inspection Fee (3rd Inspection)
125
135
8.0
0.0
Repair Garages
125
135
8.0
0.0
Temporary Membrane Structures, Tents, Canopies
125
135
8.0
0.0
Waste Handling (Junk Yards, Wrecking Yards)
125
135
8.0
0.0
Amusement Buildings
175
190
8.6
0.0
Carnivals & Fairs
175
190
8.6
0.0
Combustible Fibers
175
190
8.6
0.0
Combustible Liquids Class 2 & 3 (61-500 gallons)
175
190
8.6
0.0
Combustible Storage Permit (over 2,500 cubic foot)
175
190
8.6
0.0
Compressed Gas
175
190
8.6
0.0
Cryogenic Fluids
175
190
8.6
0.0
Exhibits & Trade Shows
175
190
8.6
0.0
Explosives (Fireworks Indoors)
175
190
8.6
0.0
Explosives (Fireworks Sales) (Reinstate)
175
190
8.6
0.0
Flammable Liquids Class 1 (51-500 gallons on property)
Hazardous Chemicals 111-1,100 gallons; 1,001-10,000
pounds
175
190
8.6
0.0
175
190
8.6
0.0
High Pile Storage
175
190
8.6
0.0
Places of Assembly
175
190
8.6
0.0
Spraying or Dipping Operations
175
190
8.6
0.0
0.0
B. Fire Code Permits:
FY2016 & FY2017 Adopted Strategic Operating Plan
198
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Adopted FY2016 User Fees
Charlotte Fire Department
4. Regulatory Fees: Fire Code and Plans Review
continued
FY2015
FY2016
% Change % Subsidy
C. Fire Code Permits:
Aviation Facilities
$
220
235
6.8 %
0.0 %
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
220
235
6.8
0.0
2,200
2,200
0.0
0.0
Combustible Liquids Class 2 & 3A > 5,000
250
270
8.0
0.0
Explosives – (Manufacture, storage, handling, and sale)
250
270
8.0
0.0
Explosives – Blasting Operations
250
270
8.0
0.0
Explosives – Fireworks (Outdoors)
250
270
8.0
0.0
Flammable Liquids Class 1 (>5,000 gallons, on property)
250
270
8.0
0.0
Hazardous Chemicals
250
270
8.0
0.0
Combustible Liquids Class 2 & 3A (501-5,000 gallons on
property)
Flammable & Combustible Liquids (Change type of
contents in tank to a greater hazard than tank's design)
Flammable & Combustible Liquids (Dispensing from tank
vehicles into motor vehicles)
Flammable & Combustible Liquids (Install, alter, remove,
abandon tanks - AG/BG tank removal)
Flammable & Combustible Liquids (Manufacture, process,
blend/refine)
Flammable & Combustible Liquids (Operate tank vehicles,
tanks, plants, terminals, wells, refineries)
Flammable Liquids Class 1 (501-5,000 gallons on
property)
Hazardous Chemicals 1,101-5,500 gallons; 10,00150,000 pounds
Tire Rebuilding Plant
D. Fire Code Permits:
Bulk Terminal Operations (Includes 3-5 permits for permit
categories 13, 14, 15, & 18)
>5,500 gallons; >50,000 pounds
FY2016 & FY2017 Adopted Strategic Operating Plan
199
Adopted FY2016 User Fees
Charlotte Fire Department
4. Regulatory Fees: Fire Code and Plans Review
continued
FY2015
1
FY2016
% Change % Subsidy 1
E. Plans Review:
1
Fire Alarm Plans (Shop drawings)
$
125 $
125
0.0 %
0.0 %1
Fire Sprinkler Plans (Shop drawings)
125
125
0.0
0.0
1
Hydrant Test
155
170
9.7
0.0
1
Multi-family
250
270
8.0
0.0
1
Performance Tests - Automatic fire-extinguishing
systems (Hood systems, halon systems, pre-action
systems in computer rooms or alternatives)
Performance Tests - Fire Alarm (Shell) (Smoke
evacuation, atriums, and smoke detection systems)
155
170
9.7
0.0
1
250
270
8.0
0.0
1
Performance Tests - Fire Alarm (Upfit)
125
135
8.0
0.0
1
Performance
Performance
Performance
etc.)
Performance
190
155
205
170
7.9
9.7
0.0
0.0
1
1
190
405
205
440
7.9
8.6
0.0
0.0
1
1
Plans Review-Construction <$50,000
190
205
7.9
0.0
1
Plans Review-Construction $50,001 to $100,000
220
235
6.8
0.0
1
Plans Review-Construction $100,001 to $500,000
250
270
8.0
0.0
1
Plans Review-Construction $500,001 to $1,000,000
315
340
7.9
0.0
1
Plans Review-Construction $1,000,001 to $5,000,000
405
440
8.6
0.0
1
Plans Review-Construction $5,000,001 to $10,000,000
Plans Review-Construction > than $10,000,000
Residential Review
Rezoning Petitions - Major
625
940
35
125
675
1,015
35
70
8.0
8.0
0.0
-44.0
0.0
0.0
0.0
0.0
1
1
Rezoning Petitions - Minor
125
35
-72.0
0.0
1
Tests - Fire pumps
Tests - Private fire hydrants
Tests - Sprinkler System (13R, drain test,
Tests - Standpipe system tests
F. State Mandated Inspections by square foot: NEW
1
1
0-2,500 square feet
n/a
2,501-4,500 square feet
$
35
new fee
0.0 %1
n/a
45
new fee
0.0
1
4,501-8,000 square feet
n/a
60
new fee
0.0
1
8,001-16,000 square feet
n/a
70
new fee
0.0
1
16,001-50,000 square feet
n/a
90
new fee
0.0
1
50,001-100,000 square feet
n/a
105
new fee
0.0
1
100,001-500,000 square feet
n/a
135
new fee
0.0
1
> 500,000 square feet
n/a
270
new fee
0.0
1
Apartment Building with direct egress
n/a
35
new fee
0.0
1
Interior Suite or Floor
n/a
35
new fee
0.0
1
Parking Deck
n/a
45
new fee
0.0
1
Vacant Buildings
n/a
35
new fee
0.0
1
FY2016 & FY2017 Adopted Strategic Operating Plan
200
Adopted FY2016 User Fees
1
Charlotte-Mecklenburg Police Department
5. Regulatory Fees: Adult Business , Carnival,
Dance Hall, and Passenger Vehicle for Hire
FY2015
FY2016
1
% Change % Subsidy
A. Adult Business Fees:
Application Fee
$
Background Check Fee
Building Design Change Fee
License Fee
2,545 $
2,725
7.1%
25.0%
30
25
-16.7
0.0
1,165
1,250
7.3
0.0
915
980
7.1
66.0
865
865
0.0
0.0
2,655
2,840
7.0
7.2
935
1,000
7.0
7.4
20
15
-25.0
0.0
1,250
1,340
7.2
53.5
B. Carnival Permit Fee:
Carnival Permit Fee
C. Dance Hall License Fees:
Application/Renewal Fee
License Fee
Background Check Fee
Building Design Change Fee
1
D. Passenger Vehicle for Hire Fees:
1
1
1
1
1
1
1
1
1
1
1
1
1
Company Certifications Fees:
Application Fee
250
270
8.0
60.6
Certification/Permit Fee
440
470
6.8
42.3
Late Renewal Charge (per day)1
100
100
0.0
0.0
Renewal of Certification/Permit
455
470
3.3
0.0
Add or Change a Company Affiliation
80
85
6.3
43.3
Application Fee
75
75
0.0
0.0
New Driver/Chauffeur Fee2
15
15
0.0
82.4
100
100
0.0
0.0
Renewal of Permit Fee
85
80
-5.9
0.0
Replace Driver Permit
80
80
0.0
85.5
Transfer or Duplication of Permit Fee
35
35
0.0
0.0
85
85
0.0
0.0
Renew Vehicle Permit
130
140
7.7
0.0
Replace Vehicle Decal
45
45
0.0
0.0
Replace Vehicle Permit
120
130
8.3
36.1
Transfer Vehicle Permit
105
115
9.5
36.1
Driver/Chauffeur Fees:
Reinstatement of Permit Fee
Vehicle Fees:
New-Vehicle Permit (Decal/Medallion Fee)
Note 1: Penalty; not a regulatory fee
Note 2: Fee amount regulated by North Carolina State Statute
FY2016 & FY2017 Adopted Strategic Operating Plan
201
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Adopted FY2016 User Fees
Neighborhood & Business Services
6. Regulatory Fees: Zoning Administration
FY2015
Zoning Administration:
Residential Single Family Reviews
$
Sign permits ≤100 square feet
FY2016
40
Sign permits >100 square feet
Verification Letters
Zoning Use Permits
$
% Change
% Subsidy
12.5%
45
43.8%
150
160
6.7
19.2
215
230
7.0
0.0
60
65
8.3
65.4
155
165
6.5
0.0
City Clerk's Office
7. Regulatory Fees: Legal Advertisements
FY2015
FY2016
% Change
% Subsidy
Legal Advertisements for Rezoning Petitions*
$
200 $
225
12.5%
*Clerk's legal advertisement fee is currently charged per petitioner. Adopted fee includes charging for reposting
advertisement, after second deferral. Fee is collected by Planning Department.
FY2016 & FY2017 Adopted Strategic Operating Plan
202
26.2%
Adopted FY2016 User Fees
Charlotte Water
8. Regulatory Fees: Plans
Review/Inspection Fees
Backflow Review: Plan Review
Backflow Inspection: Per Inspection
Subdivision: Project Initiation
50% Cost Recovery 75% Cost Recovery 100% Cost Recovery
July 1, 2016
July 1, 2017
July 1, 2018
$
162.50 $
243.75 $
325.00
85.00
127.50
170.00
1,000.00
1,500.00
2,000.00
Subdivision Plan Review: Per Linear Foot
0.58
0.86
1.15
Subdivision Inspection: Per Linear Foot
2.00
3.00
4.00
Implementation Phasing
Duration
July 1, 2015 - June 30, 2016
12 months
Implementation
Outreach to the development community in FY2016, with phased implementation starting in FY2017.
July 1, 2016 - June 30, 2017
12 months
July 1, 2017 - June 30, 2018
12 months
July 1, 2018 - On-going
On-going
Cost Recovery
Percent
50%
75%
100%
Backflow Review
Fee covers costs associated with plan review surrounding backflow requirements. Typically refers to commercial or nonsingle-family development. Fee paid when plans for a project requiring a backflow review are submitted.
Backflow Inspection
Fee covers costs associated with site inspection surrounding new backflow installation or inspection of existing backflow
devices. Typically refers to commercial, non-single-family development or customers with dedicated irrigation meters.
Subdivision Project Initiation
Fix fee covers administrative costs associated with new project initiation. It includes different aspects of work that typical
water and/or sewer projects encounter, regardless of size or scope. Typically refers to new residential subdivisions,
commercial projects, non-single-family developments requiring water and or sewer infrastructure construction, or
relocations of existing service. Fee paid when plans for an extension or relocation of water and/or sewer infrastructure
are submitted for review.
Subdivision Review
Fee covers costs associated with plan review resulting from new development including new residential subdivisions,
commercial projects, non-single-family developments requiring water and or sewer infrastructure construction, or their
relocations. Fee paid when plans are submitted for construction or relocation of water and/or sewer infrastructure.
Subdivision Inspection
Fee covers costs associated with construction inspection related activity of new public water and sewer infrastructure.
Projects included in this fee are new residential subdivisions, commercial projects, non-single-family developments
requiring water and/or sewer infrastructure and a contract is signed by the land developer.
FY2016 & FY2017 Adopted Strategic Operating Plan
203
Adopted FY2016 User Fees
1
Charlotte-Douglas International Airport
9. Non-Regulatory Fees: Aviation Fees
Basis
FY2015
FY2016
% Change 1
1
Airline Fees:
Landing Fees
Per 1,000 pounds total
landing weight
$
Terminal Rental Rates
Per square foot
25.90
25.40
-1.9
1
Maintenance & Operations Costs
Per square foot
Per available seat
delivered
Per turn (one-time
use)
Per deplaned
passenger
Per gallon delivered
16.92
19.52
15.4
1
0.65
0.65
0.0
1
15.00
15.00
0.0
1
5.00
0.065
5.00
0.065
0.0
0.0
1
1
Per gallon delivered
0.08
0.08
0.0
1
City Gate Use Fee
Loading Bridge Fee
International Facility Use (FIS)
Fuel Flowage (Re-use of Airfield)
Fuel through-put (fees for ground service
equipment)
0.87 $
0.91
4.6% 1
1
Aircraft Ramp Parking:
1
0-3 hours
Up to 3 hours
>3-24 hours
>3 and up to 24 hours
Cargo Ground Handling
% of gross revenue
50.00
50.00
0.0
1
100.00
100.00
0.0
1
8.00
8.00
0.0
1
1
Ground Transportation Operators:
Taxi Permits
Quarterly permit
312.50
312.50
0.0
1
1 Off Airport Rent-A-Cars
% of gross revenue
10.00
10.00
0.0
1
1 Off Airport Parking
% of gross revenue
10.00
10.00
0.0
1
Hotel/Motel Courtesy Vans
Annually per vehicle
400.00
400.00
0.0
1
Commercial Courier Vehicles
Per trip through lane
1.00
1.00
0.0
1
Contract Vans or Limos
Per trip through lane
1.00
1.00
0.0
1
1
Hourly Deck ($20.00 daily maximum)
Free first hour
Per half hour
1.00
1.00
0.0
1
Daily Deck & Daily North
($10.00 daily maximum)
0-1 hour
1.00
1.00
0.0
1
Long Term Lots
Daily maximum
5.00
5.00
0.0
1
Per half hour
$10 for 1st
half-hour; $2
for additional
half-hour
$10 for 1st
half-hour; $2
for additional
half-hour
0.0
1
Per half hour
$5 for 1st
half-hour; $1
for additional
half-hour
$5 for 1st
half-hour; $1
for additional
half-hour
0.0
free
free
Parking Fees:
1 Curbside Valet ($28.00 daily maximum)
1 Business Valet ($14.00 daily maximum)
Cell Phone Lot
FY2016 & FY2017 Adopted Strategic Operating Plan
204
1
free 1
Adopted FY2016 User Fees
Charlotte-Douglas International Airport continued
9. Non-Regulatory Fees: Aviation Fees
Basis
FY2015
1
FY2016
% Change 1
1
Rental Rates:
Land Rent
Per acre
Cargo Facility Rentals
Per square foot
$
6,00010,000 $
6,00010,000
0.0 % 1
7.50-12.00
7.50-12.00
0.0
City Hangar Rentals:
60' x 60'
Per month
840.00
1018.00
21.2
T-Hangars
Per month
300.00
363.00
21.0
Shadeports
Per month
155.00
155.00
0.0
10.00
10.00
0.0
1 Rental Car Concessions
% of gross revenue
Tenant Fees:
Airport ID Cards
Per card
10.00
10.00
0.0
Employee Parking Cards
Per card
245.00
300.00
22.5
City Clerk's Office
10. Non-Regulatory Fees - Voluntary Annexation Petition
Voluntary Annexation Petition Fee
FY2015
$
400 $
FY2016 & FY2017 Adopted Strategic Operating Plan
205
FY2016
400
% Change
0.0%
1
1
1
1
1
1
1
1
1
Adopted FY2016 User Fees
Engineering & Property Management
11a. Non-Regulatory Fees: Cemetery Fees
FY2015
1
FY2016
% Change
Opening & Closing Fees - Adult
1
1
Weekdays
$
725 $
900
24.1 %
1
Weekdays after 3:30 p.m. & Saturday
1,088
1,350
24.1
1
Sunday & Holidays
1,360
1,685
23.9
1
300
300
0.0
1
Weekdays
300
350
16.7
1
Weekdays after 3:30 p.m. & Saturday
450
525
16.7
1
Sunday and Holidays
563
655
16.3
1
Indigent (Catholic Social Services-Weekdays)
100
100
0.0
1
Weekdays
300
400
33.3
1
Weekdays after 3:30 p.m. & Saturday
450
600
33.3
1
Sunday & Holidays
563
750
33.2
1
Second Right of Interment
200
450
125.0
1
1,088
1,800
65.4
1
300
800
166.7
1
Adult
725
900
24.1
1
Infant/Child (up to 3 feet)
300
350
16.7
1
Sale of Grave-Adult (Oaklawn, North Pinewood & West Pinewood)
700
950
35.7
1
Sale of Grave-Adult (Elmwood, Ninth Street, & Pinewood)
900
1,500
66.7
1
Sale of Grave-Adult (Evergreen)
900
1,100
22.2
1
Sale of Grave-Infant
new
500
0.0
1
Sale of Cremain Space In Ground (Elmwood, Ninth Street,
Pinewood, & Evergreen)
Sale of Cremain Space In Ground (Oaklawn, North Pinewood, &
West Pinewood)
Sale of Cremain Single Space In Niche (Evergreen)
400
600
50.0
1
250
400
60.0
1
800
800
0.0
1
1,200
1,200
0.0
1
50
50
0.0
1
Indigent (Catholic Social Services-Weekdays)
Opening & Closing Fees - Infant/Child (up to 3 feet):
1
Cremations (burial) (In-ground):
1
Disinterment:
1
Adult
Infant/Child (up to 3 feet)
Reinterment:
1
Sale of Grave Spaces:
1
Sale of Cremain Double Space in Niche (Evergreen)
Perpetual Care Charge (one-time fee per space)
Amenities:
1
50
65
30.0
1
Non-Permanent Burial Container/Adult
250
300
20.0
1
Lettering of Niche Cover -Evergreen (two lines/name-date)
150
200
33.3
1
Tent & Chair Setup (Evergreen only)
200
300
50.0
1
90
110
22.2
1
Monument Foundation Construction (per square inch)
0.65
0.75
15.4
1
Marker Installation (per square inch)
0.60
0.70
16.7
1
100
100
0.0
1
Flower Vase Installation
Sale and Installation of City Vase
Transfer Burial Rights
FY2016 & FY2017 Adopted Strategic Operating Plan
206
Adopted FY2016 User Fees
Engineering & Property Management
11b: Non-Regulatory Fees: Land
Development
FY2015
Bond Administration Service
$550/per surety posted,
extension, reduction, renewal,
replacement, or release
n/a
$500 per meeting
new
$1,735 per project
$1,950 per project
12.4
n/a
$500 per project
new
$80,100 per acre
$80,100 per acre
0.0
Letter of Intent NEW
Tree Ordinance Payment in Lieu Fee
% Change
$480/per surety posted,
extension, reduction, renewal,
replacement, or release
Expedited Presubmittal Meeting NEW
Expedited Plan Review
FY2016
14.6 %
1
Engineering & Property Management
11c. Non-Regulatory: Public
and Employee Parking Fees
FY2015
FY2016
% Change
Public Parking:
First 1/2 hour
$1.00
$1.25
25.0
Additional time (1/2 hour increments)
$1.00
$1.25
25.0
$12.00
$13.00
8.3
Maximum per day
After Hours and Weekends:
Weekends Fri 7 p.m. - Mon 7 a.m.
Maximum 6 hours or $6 After 6
hours max period, $1.00 each
1/2 hour or 1/2 hour fraction
Maximum 6 hours or $7 After 6 16.7 to 25
hours max period, $1.25 each
1/2 hour or 1/2 hour fraction
Engineering & Property Management
11d. Non-Regulatory Fees:
Telecommunication Tower
Lease
FY2015
FY2016
% Change
New lease:
Application Fee
$
500 $
500
0.0 %
Installation/Inspection
5,000
5,000
0.0
Closeout Documentation
2,500
2,500
0.0
500
500
0.0
5,000
5,000
0.0
500
500
0.0
5,000
5,000
0.0
5,000
5,000
0.0
2,500
2,500
0.0
5,000
5,000
0.0
Lease Extension:
Application Fee
Lease Extension
Lease Amendment/Modification:
Application Fee
Amendment/Modification
Installation/Inspection
Closeout Documentation
Lease Termination:
Lease Termination
The fees are based on industry practice and recovers the cost associated with ensuring security and operability of City
towers for continued reliable public safety communications.
FY2016 & FY2017 Adopted Strategic Operating Plan
207
Adopted FY2016 User Fees
1
Charlotte-Mecklenburg Police Department
12. Non-Regulatory Fees: Animal Care
and Control Fees
Animal Control Adoption Fees:
Adult Dog/Cat
FY2015
$
FY2016
30 $
1 Adult Dog/Cat Senior Citizen 62 and older
Puppy/Kitten
1 Puppy/Kitten Senior Citizen 62 and older
1 Rescue Group Dog/Cat Approved Adoption
% Change
30
1
0 %1
no charge
30
no charge
no charge
no charge
30
no charge
no charge
0
0
0
0
1
1
1
1
0 - 3 feet Snake
25
25
0
1
> 3 - 6 feet Snake
50
50
0
1
>6 feet Snake
75
75
0
1
Small Pot Belly Pig
25
25
0
1
Medium Pot Belly Pig
15
15
0
1
Large Pot Belly Pig
5
5
0
1
Rats
2
2
0
1
Mice
1
1
0
1
Hamster/Gerbil
3
3
0
1
35
35
0
1
Guinea Pigs
5
5
0
1
Rabbits
5
5
0
1
Chickens
2
2
0
1
Turkeys
5
5
0
1
Ferrets
25
25
0
1
Small Iguana
25
25
0
1
Medium Iguana
50
50
0
1
Large Iguana
75
75
0
1
5
5
0
1
Parakeet /Canary
10
10
0
1
1 Parrot - Max Price
Market Rate
Market Rate
0
1
Gray Cockatiel
25
25
0
1
Lutino Cockatiel
50
50
0
1
Peach Faced Lovebird
25
25
0
1
Chinchilla
Finch
Other Lovebird
50
50
0
1
Auction Starting Price
Auction Starting Price
0
1
15
15
0
1
Canine Spay/Neuter
55
55
0
1
Feline Spay
45
45
0
1
Feline Neuter
35
35
0
1
Rabbit Spay
30
30
0
1
Rabbit Neuter
25
25
0
1
40/10/15/8
40/10/15/8
0
1
1 Feline
25/6/15/8
25/6/15/8
0
1
1 Livestock
55/12/0/0
55/12/0/0
0
1
1 Horse/Cow
Goats
Animal Spay/Neuter Fees:
1
Animal Reclaim/Boarding/Rabies Shot/Microchip:
1
1 Canine
FY2016 & FY2017 Adopted Strategic Operating Plan
208
Adopted FY2016 User Fees
Solid Waste Services
1
13. Non-Regulatory Fees: Annual Solid
Waste Disposal and Veterinary Dead
Animal Collection Fee
FY2015
Annual Solid Waste Fee:
Residential: Multi-Family
1
$
FY2016
24.00
Residential: Single Family
Small Business (<512 gallons/week)
$
% Change
25.00
47.00
25.00
0.00
250.00
1
4.2% 1
-46.8
1
1
$25 per animal or $50
$25 per animal or $50
Veterinary Dead Animal Collections
0.0
minimum pickup charge
minimum pickup charge
Any complex can request a fee refund if the City could not service the complex or the complex choses to contract for its 1
own solid waste services.
Charlotte Department of Transportation
14. Non-Regulatory Fees: Land
Development, Parking Permits & OffDuty Police Officer Permit
Land Development Expedited Review
1
1
$
FY2015
Parking Meters: (Per hour)
200.00 $
FY2016
1.00
200.00
1.00
% Change
0.0% 1
0.0% 1
Parking Permits:
1
th
rd
30.00
30.00
0.0
1
5.00
5.00
0.0
1
Permit
50.00
50.00
0.0
1
Permit Renewal
50.00
50.00
0.0
1
Parking Permits (4 Ward, 3
Ward, etc.)
Replacement Permits
Off-Duty Police Officer Permit:
1
FY2016 & FY2017 Adopted Strategic Operating Plan
209
Adopted FY2016 User Fees
Engineering & Property Management
15. Other Fees: Storm Water Rates
FY2015
FY2016
% Change
Single-family:
Tier III - 3,000 to <5,000 square feet of impervious area
8.13/month
12.04/month
48.09
Tier IV - ≥5,000 square feet of impervious area
8.13/month
19.91/month
144.90
135.56/month
143.73/month
6.03
Non-Detached Single-family and Commercial:
Per acre of impervious area
FY2016 storm water fee schedule includes a change from two detached single-family rates to four.
Charlotte Water
16. Other Fees: Water & Sewer Rates
FY2015
FY2016
% Change
Water Rates:
Fixed:
Administrative Charge
$
2.50 $
3.15
26.00%
2.47
3.03
22.67
Tier I - (0-4 Ccf*)
1.33
1.58
18.80
Tier II - (5-8 Ccf)
2.66
2.04
(23.31)
Tier III - (9-16 Ccf)
4.71
4.71
0.00
Tier IV - (16+ Ccf)
8.91
8.91
0.00
2.61
2.73
4.60
Administrative Charge
2.50
3.15
26.00
Availability Fee
4.56
5.11
12.06
4.51
4.51
0.00
0.24
0.24
0.00
2,235
2,504
12.04
Availability Fee
Volume Rate:
Non Residential (Ccf)
Sewer Rates:
Fixed:
Volumetric - residential, commercial, others (Ccf)**:
Industrial Waste
Capacity/Connection:
Common residential water
Common residential sewer
4,291
4,998
16.48
The typical monthly water and sewer bill for residential customers is estimated to be $58.45, an increase of
$1.55 per month (2.72%). The typical bill assumes 5,236 gallons or 7 Ccf used each month.
* 1Ccf = 748 gallons
**Up to 16 Ccf for residential customers
FY2016 & FY2017 Adopted Strategic Operating Plan
210
Adopted FY2016 User Fees
User Fee Appendix
The City’s User Fee Ordinance (City Ordinance 844, Chapter 2, Section 2-1(d)) requires the City Manager to
notify City Council of any new or increased fees through the budget process or, if not part of the budget
process, at least 30 days prior to the effective date of the new or increased fee.
A complete schedule of regulatory user fees and non-regulatory user fees is also available for inspection in
the City Clerk's Office.
Regulatory User Fee Cost Recovery Example:
Step 1: Department's total direct and indirect budgeted costs = Fully Allocated Cost
Direct & Indirect Costs
Staff Member 1
Staff Member 2
Building Rent
Fully Allocated Cost
Eligible
Non User Fee
Budget Fee Activity 1 Fee Activity 2 Fee Activity 3
Activity
$30,000
40% $12,000
25%
$7,500
30%
$9,000
5%
$1,500
35,000
15%
5,250
10%
3,500
35%
12,250
40%
14,000
12,000
25%
3,000
20%
2,400
15%
1,800
40%
4,800
$77,000
$20,250
$13,400
$23,050
Step 2: Fully Allocated Cost divided by average number of units = Cost Per Unit
Description
Fully Allocated Cost
Average # of permits/
applications
100% Cost per Unit
Fee Activity 1 Fee Activity 2 Fee Activity 3
$20,250
$13,400
$23,050
500
$40
40
$335
24
$960
Step 3: Cost per Unit multiplied by cost recovery rate = Fee
Description
Fee Activity 1 Fee Activity 2 Fee Activity 3
100% Cost to Applicant/
Customer
$40
$335
$960
Note: Fees rounded to the nearest five dollars
FY2016 & FY2017 Adopted Strategic Operating Plan
211
$20,300
This page left intentionally blank.
FY2016 & FY2017 Adopted Strategic Operating Plan
212
Finance and Budget Principles
Using the framework set forth by North Carolina General Statute 159, the Local Government Budget
and Fiscal Control Act, the City Charter and City Code, the City will follow the principles outlined
below. The development of the City’s annual operating budget will be a transparent process that
welcomes community input and involvement. These principles were reviewed by the City Council
Budget Committee on March 5, 2015, and were presented to the full City Council during the March 17,
2015, Council Budget Workshop.
1. The City will adopt a balanced budget. The budget process will begin by first evaluating
available revenues. Funds for operating and capital expenditures will then be budgeted where
there is the greatest community need.
2. Program funding will be approved in the overall context of competing priorities across City
services. Anticipated future needs will play a prominent role in the prioritization process.
3. The City will have a structurally balanced budget. Ongoing costs will be funded with recurring
revenues. One-time monies, such as certain federal grants, will be used for one-time
expenses. New, significant expenses brought forward outside the budget process should be
avoided, when feasible.
4. Provide funding to ensure that compensation and benefits are sufficient to recruit and retain
the workforce talent necessary to meet service delivery needs. Pay and compensation
increases shall not exceed growth in general revenue for any given year.
5. Provide adequate operating funding to maintain previous investments in assets including
technology, tools, equipment, and infrastructure.
6. Engage in a continual evaluation of the most cost-effective means for providing City services.
7. Evaluate the total tax and fee burden – not just the property tax rate – the citizen pays in
exchange for government services as part of the budget development process.
8. The budget will maintain a General Fund fund balance equal to 16% of the operating
budget. Capital reserves in excess of the 16% General Fund balance will be available for
transfer to the Pay-As-You-Go capital program for one-time uses unless otherwise
recommended by the City Manager and approved by City Council for other purposes.
9. The budget will maintain the Municipal Debt Service Fund Balance at a ratio of debt service
fund balance to actual annual debt service costs of approximately 50%.
10. The City will continue to promote a user fee goal of 100% cost recovery.
11. Enterprise funds shall set their rates and fees in a manner to recover the full cost of their
operation and necessary capital investments.
12. Restricted revenue (such as Asset Forfeiture funds) will only be used for the purpose intended
and in full compliance with all applicable policies, rules, regulations, or laws.
13. Reimbursement to the General Fund will occur from enterprise and internal service funds for
general and administrative services provided. Reimbursement will be determined through
generally accepted cost accounting principles.
14. Capital projects financed through the issuance of bonds shall be financed for a period not to
exceed the anticipated useful life of the project.
15. The general government debt program will maintain adequate cash and fund balance reserves
at levels required to maintain top-tier credit ratings.
FY2016 & FY2017 Adopted Strategic Operating Plan
213
Financial Policies and Practices
The City’s budgetary policies are based upon guidelines and restrictions established by North Carolina
General Statute 159, the Local Government Budget and Fiscal Control Act, the City Charter and City
Code, and generally accepted accounting principles for governmental entities. These broad policies
and statutes set forth guidelines against which current budgetary performance can be measured and
proposals for future programs can be evaluated. The policies and practices help to protect the fiscal
integrity of the City and ensure that the City is poised for future growth.
Revenue Policies and Practices
1. As provided by the North Carolina Local Government Budget and Fiscal Control Act, estimated
revenue from Ad Valorem Tax levy will be budgeted as follows:
a. Assessed valuation estimates are provided by the Mecklenburg County Tax Assessor’s
Office.
b. The estimated percentage rate of collection of the tax levy shall not exceed the rate of
the preceding fiscal year.
c. The tax rate shall be set each year based on the cost of providing general government
services.
d. The City shall operate under an annual balanced budget ordinance adopted and
administered in accordance with North Carolina General Statute 159-8(a). A budget
ordinance is balanced when the sum of estimated net revenues and appropriated fund
balance is equal to appropriations.
2. The City will set fees for services to maximize user charges for identifiable services.
a. To the extent possible, the rate structure established for water, sewer, and electric
customers will be sufficient to finance all operating, capital, and debt service costs for
providing said services.
b. To the extent practical, any general City service for which is of a higher level to benefit
recipients shall be supported by user fees designed to recover costs from those
recipients. Examples include zoning and code enforcement activities funded through
zoning permit fees and demolition charges.
c. Where user fees are based on cost recovery, costs should be reviewed annually during
the budget process and user fees adjusted as practicable.
3. In accordance with North Carolina General Statute 143C, the City will accumulate and
maintain a general fund balance equal to or greater than 8% (City policy is higher at 16%) of
the prior year’s General Fund operating budget to address unanticipated events and
circumstances such as natural disasters, economic downturns, threats to public safety, health,
and welfare, and other emergencies. Balances in excess of 16% are eligible for appropriation
in the Pay-As-You-Go Capital Program.
4. Restricted revenue (such as Asset Forfeiture funds or Comprehensive Services Act funds) will
only be used for the purpose intended and in a fiscally responsible manner.
5. The City will strive to achieve a structurally, balanced budget in which one-time revenue
and/or one-time expenditure savings will be used for non-reoccurring or one-time
expenditures.
Inter-fund Policies and Practices
The General Fund will be reimbursed annually by the Enterprise and Internal Service Funds for general
and administrative services provided, such as self-insurance, accounting, personnel, and
administration.
FY2016 & FY2017 Adopted Strategic Operating Plan
214
Financial Policies and Practices
Capital Investment Policies and Practices
1. The City will update annually a five-year Community Investment Plan (capital investment
program), which details the estimated cost, project description, and anticipated funding source
for each capital project.
2. The City’s adopted Annual Budget Ordinance will include capital project appropriations for all
projects with funding identified in the first year of the five-year Community Investment Plan.
3. Operating Budget expenditures will be used to maintain and provide any salaries, operating
costs, and small capital outlay that may be required for adopted Capital Improvement Projects
once they are completed and in service.
4. The City will strive to fund a portion of capital improvements with Pay-As-You-Go sources of
financing that do not increase the City’s debt liability.
Accounting Policies and Practices
1. The City will establish and maintain its accounting systems in compliance with the North
Carolina Local Government Budget and Fiscal Control Act and the North Carolina Local
Government Commission.
2. Financial systems will be maintained to monitor revenues and expenditures on a monthly
basis.
3. All revenue collections will be consolidated under the Finance Director and audited annually.
4. The Finance Office’s Procedures Manual will be maintained as a central reference source and
handbook for all procedures, which have a fiscal impact within the City. It will serve as the
City’s authoritative source for fiscal procedure.
5. An annual audit will be performed by an independent certified public accounting firm, which
will issue an official opinion on the annual financial statements, with a management letter
explaining recommended improvements, if required.
6. The City’s comprehensive annual financial report will be prepared in compliance with the
necessary criteria established to obtain the Government Finance Officers Association’s
Certificate of Achievement for Excellence in Financial Reporting submitted each year for that
recognition.
Basis for Budgeting
1. In accordance with the North Carolina Budget and Fiscal Control Act, the budget is developed
and adopted under the modified accrual basis of accounting. Under this format, revenues are
recognized when measurable and available and obligations of the City are budgeted as
expenditures. During the fiscal year, budgets are monitored and accounted for using the
modified accrual basis. At fiscal year-end, the City’s Comprehensive Annual Financial Report
(CAFR) is prepared using Generally Accepted Accounting Principles.
2. All governmental funds are reported on using the modified accrual basis of accounting.
Although the CAFR reports all proprietary funds using the full accrual basis of accounting,
whereby revenues are recognized when earned and expenses are recognized in the period
incurred, for simplicity, the budget document reports all proprietary funds’ prior year actuals
using the modified accrual method.
Debt Policies and Practices
1. Capital projects financed through the issuance of bonds shall be financed for a period not to
exceed the anticipated useful life of the project.
2. Maintain a per capita debt ratio within the moderate range as defined by rating agency criteria
as published periodically sufficient to maintain current credit ratings.
FY2016 & FY2017 Adopted Strategic Operating Plan
215
Financial Policies and Practices
3. Outstanding long-term maturity variable rate bonds not to exceed a sum equal to the debt
service fund equity requirement plus 15% of total long-term fixed rate debt.
4. Continue the dedication of multiple revenues to a Pay-As-You-Go fund established to provide a
material portion of the non-enterprise, general government capital needs. The revenue
sources include a dedicated portion of the property tax rate, sales tax, and motor vehicle fees.
5. The debt issuance method will be periodically re-evaluated as City conditions change or new or
changed financial market methods emerge. The review and change of issuance method, if any,
will be with the objective to utilize the method that offers the lowest effective market interest
cost available to the City. Accordingly, the following issuance method(s) will be currently
utilized:
− New money fixed rate bond issues may be placed on a competitive or negotiated basis
− New money variable rate bond issues will be placed on a negotiated basis
− Refunding bond issues may be placed on a competitive or negotiated basis
− Issuance methods will be continuously reviewed and changes made to various offerings
methods as appropriate and cost efficient for the City.
6. The City will maintain its financial condition so as to continue its AAA bond rating.
Cash Management and Investment Policies and Practices
1. The City maintains a cash management pool to facilitate disbursement and investment and
maximize investment income. Earnings on the pooled funds are apportioned and credited to
the funds monthly based on the average daily balance of each fund. Since individual funds
may deposit additional amounts at any time and may withdraw funds at any time without prior
notice or penalty, the pool is used essentially as a demand deposit account and considered
cash and cash equivalents. This pool is used by all funds except the Firefighters’ Retirement
System Fund. For arbitrage purposes, the City also maintains separate pools for the proceeds
of each bond sale subsequent to 1986 in compliance with the Internal Revenue Code relative
to yield restrictions and rebate requirements. For funds not included in the pools described
above, cash and cash equivalents consist of cash, demand deposits, and short-term, highly
liquid investments.
2. North Carolina General Statute 159-30 authorizes the City to invest in obligations of the
United States or obligations fully guaranteed both as to principal and interest by the United
States; obligations of the state of North Carolina; bonds and notes of any North Carolina local
government or public authority; obligations of certain non-guaranteed federal agencies;
certain high quality issues of commercial paper and bankers’ acceptances; repurchase
agreements having third-party safekeeping; and the North Carolina Capital Management Trust
(NCCMT), a Securities and Exchange Commission (SEC) registered mutual fund. The City is
not authorized to enter into reverse repurchase agreements. Although the City does not have
a formal investment policy, internal investment guidelines prohibit maturities longer than five
years, which helps manage exposure to fair value losses in rising interest rate environments.
3. All deposits of the City are made in board-designated official depositories and are secured as
required by North Carolina State Statutes. The City may designate as an official depository
any bank or savings and loan association whose principal office is located in North Carolina.
Also, the City may establish time deposit accounts such as Negotiable Order of Withdrawal
(NOW) and SuperNOW accounts, money market accounts, and certificates of deposit.
4. The City has no formal policy on custodial credit risk. However, the City’s internal policy limits
custodial credit risk by providing that security in the collateral be delivered to a third party
safekeeping bank designated by the City.
5. The City’s informal investment policy limits the amount of commercial paper or bankers
acceptances to a maximum of 25% of the portfolio. For commercial paper, a maximum of
$20,000,000 may be invested in any one issuer. For bankers’ acceptances, the maximum
investment is limited to 10% of the portfolio for any one issuer.
FY2016 & FY2017 Adopted Strategic Operating Plan
216
Financial Policies and Practices
6. The restricted cash and cash equivalents/investments are restricted pursuant to bond
covenants and other financing agreements. All restricted money market funds of the
enterprise funds are considered cash or cash equivalents. The remaining amount of restricted
assets is considered investments.
7. North Carolina state law limits investments in commercial paper to the top rating issued by
Nationally Recognized Statistical Rating Organizations (NSRO’s). Although the City had no
formal policy on managing credit risk, internal investment guidelines for commercial paper
require at least two ratings from either Standard & Poor’s (S&P), Fitch Ratings (Fitch), or
Moody’s Investors Service (Moody’s).
8. Investments, except for North Carolina Capital Management Trust (NCCMT) and Firefighters’
Retirement System Fund, are reported at fair value as determined by quoted market prices.
The securities of the NCCMT Cash Portfolio, a Securities and Exchange Commission registered
money market mutual fund, are valued at fair value, which is the NCCMT’s share price. The
NCCMT Term Portfolio’s securities are valued at fair value. Money market investments that
have a remaining maturity at the time of purchase of one year or less are reported at
amortized cost. Non-participating interest earning investment contracts are reported at cost.
Investments with an original maturity of three months or less are considered cash equivalents.
City Manager Contract Approval Policy
1. The City Manager is authorized to award contracts, reject bids, re-advertise to receive bids,
and waive bid bonds or other deposit requirements pursuant to North Carolina General Statute
Chapter 143-129(a). Specifically the Manager is authorized to:
a. Exempt particular projects from the provision of the North Carolina General Statute
Chapter 143, Article 3D, Procurement of Architectural, Engineering and Surveying
Services in cases where the estimated professional fee for a particular project is less
than $50,000.
b. Approve and execute contracts involving informal bids of up to $100,000 for
construction projects previously budgeted in the annual ordinance.
c. Approve and execute maintenance contracts in amounts under $100,000.
d. Approve and execute leases of City real property in amounts under $100,000.
e. Approve and execute engineering contracts under $100,000.
f. Approve and execute professional service contracts in amounts under $100,000.
g. Approve and execute change orders to all approved contracts not to exceed $100,000
in the total amount of change order unless previous authority is authorized by City
Council action for the specific contract.
h. Approve and execute the purchases of apparatus, supplies, materials, or equipment
for all purchases that do not exceed $100,000, as authorized by the 1977 North
Carolina General Assembly Session Law S.L. 1197-184.
2. The City Manager is authorized to dispose of surplus property under the informal procedures
described in North Carolina General Statute 160A-266(c).
3. The City Manager is authorized to approve the purchase of a capital item when the purchase
price does not exceed $100,000.
FY2016 & FY2017 Adopted Strategic Operating Plan
217
Key Terms
Adjustments to Recommended Budget: This session provides the opportunity for preliminary
Council decisions regarding the Manager’s Recommended Budget. By Council practice, each
Council member has the opportunity to add or subtract any item or amount from the
recommended budget. Council has traditionally required that the adjustments result in a balanced
budget. Those items receiving five or more votes from Council members are then voted on at the
straw votes session.
Allocation: The expenditure amount planned for a particular project or service that requires
additional legislative action or appropriation before expenditures are authorized.
Appropriation: A legal authorization granted by the City’s legislative authority (City Council) to
make expenditures and incur obligations for specific purposes.
Balanced Scorecard: The Balanced Scorecard is a performance measurement system that
translates strategy into tangible objectives and measures. The Balanced Scorecard uses four
perspectives to ensure a balanced approach to evaluating achievement of organizational strategy.
The four perspectives are serve the customer, run the business, manage resources, and develop
employees.
Broadbanding Pay Plan: The City’s Broadbanding Pay Plan covers all City employees with the
exception of non-managerial sworn Police and uniformed Fire employees. The Plan provides merit
increases based on the employee’s performance and the employee’s pay rate in relation to
market.
Budget Adoption: North Carolina State law requires local government to have an adopted
budget ordinance by fiscal year-end (June 30) specifying the budget plan.
Budget Committee: The Council organizes its Budget Committee as a mechanism for guiding
the progression of the budget process and for providing oversight of agenda planning for the
various sessions in the budget development process.
Budget Presentation: This session provides Council with a detailed overview of the Manager’s
recommended budget. This provides a forum for the Manager to share highlights of the budget
and for Council to ask initial questions as the budget process moves into the review stage.
Budget Workshop(s): This series of half-day workshops, conducted by Council, provide for
detailed discussions of the budget issues and decisions that characterize the development of the
budget plan. Staff is available to share pertinent information during these sessions as Council
works to identify and confirm areas of focus, operating and capital investment policies, and review
projected revenues and expense information, and review program and service delivery priorities.
Budget Plan-Recommended and Adopted: The City Manager submits to the City Council a
recommended expenditure and revenue plan for all City operations for the coming fiscal year in
the Preliminary Strategic Operating Plan. When City Council agrees upon the revenue and
expenditure levels, the Recommended Budget becomes the Adopted Budget, funds are
appropriated and legal expenditure limits are established.
FY2016 & FY2017 Adopted Strategic Operating Plan
218
Key Terms
Capital Expenditure: An amount of funds, through current operating dollars or debt, spent
on an asset with a useful life of at least one year or more with a significant value.
Charlotte Regional Transportation Planning Organization (CRTPO): The
transportation body that is responsible for overseeing the development of the transportation
system in the greater Charlotte-Mecklenburg region of North Carolina.
Community Investment Plan (CIP): Annual appropriations from specific funding sources
are shown in the City’s budget for certain capital purposes such as street improvements,
building construction, and facility maintenance. These appropriations are supported by a
five-year allocation that details all projects, funding sources, and expenditure amounts. The
allocation plan covers a five-year period.
Community Development Block Grant (CDBG): A United States Department of Housing
and Urban Development grant that local governments receive annually to support economic
development projects, low income housing, and services to low-income neighborhoods.
Corporate Objective: Organizational aims or purposes for the next 2-4 years that are the
focal point of the organization’s initiatives.
Debt Service: Annual principal and interest payments that the local government owes on
money that it has borrowed.
Department: City’s operating departments.
Enterprise Fund Department: One of four City Departments which are fully funded by
operating revenues rather than property taxes. These are Charlotte-Douglas Airport,
Charlotte Area Transit System, Charlotte-Mecklenburg Utilities Department, and Storm
Water Services.
Financial Partner: Private, non-profit organizations which provide services to citizens by
use of partial funding from the City.
Fiscal Year: A one-year fiscal period. The City’s fiscal year extends from July 1st through
June 30th.
Focus Areas: Five strategic areas of focus, which serve as the framework for allocating
funds and resources. These are: Housing and Neighborhood Development, Community
Safety, Economic Development, Environment, and Transportation.
Full Time Equivalent (FTE): A term that expresses the amount of time for which a
position has been budgeted in relation to the amount of time a regular, full-time employee
normally works in a year.
Fund: An accounting entity with a set of self-balancing revenue and expenditure accounts
used to record the financial affairs of a governmental organization.
Fund Balance: It is the difference between assets and liabilities of a particular fund. It
incorporates the difference between the revenues and expenditures each year.
FY2016 & FY2017 Adopted Strategic Operating Plan
219
Key Terms
General Fund: A central fund into which most of the City’s general tax revenues and
discretionary resources are pooled, which is allocated to support many of the operations of
City government.
General Obligation Bonds: Bonds whose payment is guaranteed by the full faith and
credit of the government body.
Governance Department: The City’s governance departments include the Mayor & City
Council, City Attorney, City Clerk, and City Manager’s Office.
Manager/Council Retreat: This initial retreat serves to reaffirm Council priorities and
identify citizen concerns and desires for service delivery during the next fiscal year. This
discussion also includes any other additional parameters for possible changes to the budget
plan under development. City Council adopts a strategic plan as a result of this discussion
and the Departments are charged with meeting these identified needs.
Municipal Service District (MSD): Taxing districts designed to enhance economic vitality
and quality of life in the central business district or other commercial areas. Three MSDs
are located in the Center City area, one in the South End area, and one in the University
City area.
Net of Transfers: Takes into account transfers between funds (General Fund, Enterprise
Funds, and Capital Funds).
Non-Departmental Account: Those services or functions that is not specifically
associated with a particular Department.
Operating Budget: The portion of the budget plan that represents recurring expenditures
such as salaries, utilities, postage, office supplies, fuel, etc.
Pay-As-You-Go Projects (PAYGO): Relatively small capital projects that do not lend
themselves to debt financing and are paid with current available revenue.
Performance Measure: A quantitative indicator of how programs and services are directly
contributing to the achievement of an agency’s objectives. These indicators may include
measures of inputs, outputs, outcomes, or activities.
Position Number: A term that refers to a unique position identification number assigned
to each position authorized by the City Council through the budget or other ordinances.
Positions may have a common title name, but each position has its own unique identification
number assigned by the PeopleSoft Human Resources System. Only one person at a time
can fill a regularly budgeted position.
Program: A group of services within a department, aligned by a common purpose.
Public Hearing on Recommended Budget: This session, as required by State law (Local
Government Budget and Fiscal Control Act), provides an opportunity for citizens to
comment on the published budget plan. Notice of the public hearing and the Council
discussion process are included in the Charlotte Observer, on the City’s website, and on the
Government Channel. The budget documents are made available to the public through the
regional public libraries and the local university libraries.
FY2016 & FY2017 Adopted Strategic Operating Plan
220
Key Terms
Public Safety Pay Plan (PPSP): The City’s Public Safety Pay Plan covers all Police classes
below the rank of Police Captain and all Fire classes below the rank of Battalion Fire Chief.
There are two components to the Public Safety Pay Plan. The first is progression through
steps, and the second is structural market adjustments to the steps.
Strategic Operating Plan (SOP): The Strategic Operating Plan includes organizational
strategy and resources. It combines City strategy, operating, and capital budgets.
Straw Votes: This session provides the opportunity for Council to vote on each of the
items that moved from the adjustments session. Each of these items receiving six or more
straw votes will be incorporated into the budget ordinance.
Support Department: The City’s support departments include Human Resources,
Innovation & Technology, and Management & Financial Services.
Target: Quantifiable and specific level of achievement, communicates the expected level of
performance.
Two-Year Budget: The City operates with a two-year budget plan. The plan is
established to manage funds on a fiscal year (FY) that begins July 1 and ends June 30.
Council appropriates the first year’s budget and approves the plan for the second year’s
budget. Although the City’s budget preparation and request is presented in two-year
increments, Council is required to appropriate monies on an annual basis.
FY2016 & FY2017 Adopted Strategic Operating Plan
221
Common Acronyms
Acronym
Definition
AMWA
Association of Metropolitan Water Agencies
ARD
Asset Recovery and Disposal
BLE
Blue Line Extension
BSC
Balanced Scorecard
BTOP
Broadband Technology Opportunities Program
CATS
Charlotte Area Transit System
CCF
100 Cubic Feet
CDBG
Community Development Block Grant
CDOT
Charlotte Department of Transportation
CIP
Community Investment Plan
CLT
Charlotte Douglas International Airport
CMDC
Charlotte Mecklenburg Development Corporation
CMPD
Charlotte Mecklenburg Police Department
CMS
Charlotte Mecklenburg School
CMUD
Charlotte-Mecklenburg Utility Department
CNIP
Comprehensive Neighborhood Improvement Program
COPs
Certificates of Participation
CRC
Charlotte-Mecklenburg Community Relations Committee
CRP
Charlotte Regional Partnership
CRTPO
Charlotte Regional Transportation Planning Organization
CRVA
Charlotte Regional Visitors Authority
E&PM
Engineering & Property Management
EBPP
Electronic Bill Presentment and Payment
EIS
Environmental Impact Statement
EMT
Emergency Medical Technician
EPA
Environmental Protection Agency
ERP
Enterprise Resource Planning
EUI
Energy Use Index
FAA
Federal Aviation Administration
FBO
Fixed Base Operation
FY2016 & FY2017 Adopted Strategic Operating Plan
222
Common Acronyms
Acronym
Definition
FCC
Federal Communications Commission
FTA
Federal Transit Administration
FTE
Full Time Equivalent
FY
Fiscal Year
GEP
Greater Enrichment Program
GIS
Geographical Information System
GO
General Obligation (bonds)
HOME
Home Ownership Made Easy (Federal Housing grant)
HOPWA
Housing Opportunities for People with AIDS
LEDs
Light Emitting Diodes
MGD
Million of Gallons per Day
MHz
Megahertz
MOE
Maintenance of Effort
MPO
Metropolitan Planning Organization
MSD
Municipal Service District
MTC
Metropolitan Transit Commission
MYEP
Mayor’s Youth Employment Program
NCHFA
North Carolina Housing Finance Agency
NCDOT
North Carolina Department of Transportation
N&BS
Neighborhood & Business Services
NECI
Northeast Corridor Infrastructure
NIP
Neighborhood Improvement Projects
OSHA
Occupational Safety and Health Act
PAYGO
Pay-As-You-Go
POST
Partners in Out-of-School Time
RFP
Request for Proposal
SBE
Small Business Enterprise
S/MWBE
Small Business/Minority and Women Business Enterprise
SOP
Strategic Operating Plan
SRO
School Resource Officers
SSGC
Shared Services Governance Committee
FY2016 & FY2017 Adopted Strategic Operating Plan
223
Common Acronyms
Acronym
Definition
STIG
Synthetic Tax Increment Grants
STS
Special Transportation Service
SWS
Solid Waste Services
TAP
Transportation Action Plan
TBA
To Be Authorized
UCR
Uniform Crime Reporting
UDAG
Urban Development Action Grant
UPWP
Unified Planning Work Program
VMT
Vehicles Miles Traveled
WIA
Workforce Investment Act
FY2016 & FY2017 Adopted Strategic Operating Plan
224